A DESIRE FOR FLEXIBILITY
Workers are rethinking not only how many hours they want to work but where, how, and with whom. In the Deloitte study, nearly six in 10 global workers said that they would definitely seek new employment if they were no longer able to work remotely at their present jobs and this sentiment is echoed in the U.S. where more than 70% said they want continued work flexibility and remote work options to remain in place. As companies that have had to walk back announcements of in
person work have learned, the “workplace” has expanded dramati- cally; hybrid and remote strategies are here to stay. At the end of the day, workers desire more say and power in the shape and form of their work and workplace experiences. They are looking for better alignment with their values, more flexibility, and more opportunity for new experiences. The worker employer relationship has indeed changed, with workers wielding more influence. Will things change? Possibly. Generation Y, also known as the Millennial generation, is the largest generation in American history. And they’re already making their mark on the world. In just a few short years, they've transformed the way we communicate, the way we consume information, and the way we live our lives. They’re also one of the most educated and diverse generations in history. And while they may not have been around for as long as the Boomers, they're already having a major impact on society. In fact, many ex- perts believe they could be even more influential than the Boomers. One reason for this is that they’re coming of age at a time when
the world is changing faster than ever before. Thanks to technol- ogy, globalization, and other factors, the world is becoming more connected and interdependent. And as the Millennial generation enters the workforce, they’re bringing with them a new set of skills and perspectives that are perfectly suited for this new world. They’re also bringing a slightly different set of values as it relates to the workplace. They’re looking for sense of purpose, and working in the senior living industry can provide that. So how do we at- tract this new, younger generation of talent? By working together. Before younger generations will seek out senior living as a ca-
reer path, they need to know about the industry. One solution is by working with universities across the country to establish senior living degree and certificate programs.
SENIOR LIVING AND HIGHER EDUCATION
In the fall of 2020, the Carson College of Business at Washington State University launched a Bachelor of Arts Degree in Senior Living management, and in the fall a 2021 expanded the program to include a minor. “We were the first to market of bringing together these areas
into a hospitality program, looking at it as a natural extension of hospitality, which made perfect sense to me. If you look at the operations in a traditional hotel and you look at community opera- tions, they parallel. With the exception that people move in a little bit older and actually live there, and there’s a care component, the rest of it looks a lot the same,” said Nancy Swanger, founding director of the Granger Cobb Institute for Senior Living, during a recent Argentum workforce development webinar.
GRANGER COBB INSTITUTE FOR SENIOR LIVING
Senior Living Management Major/Minor • Hospitality School, Carson College of Business • Transdisciplinary curriculum, available online • 100-hour industry experience requirement
Professional Development Certificate • Industry driven • Online, on demand • Seven modules (aligns with Argentum CDAL exam)
In addition to establishing a Senior Living Management de-
gree program, the Granger Cobb Institute for Senior Living also worked with Argentum on the curriculum for their Professional Development Certificate so the program would align with CDAL credentialing. There are two intended audiences for the certificate. One is for
people already working in the industry who may want to grow their skills or simply need a refresher. The other is for skilled work- ers who came from other industries and may be in entry level posi- tions but have a passion for senior living but lack formal education or training. The certificate program helps them learn about the care piece and the regulation piece of senior living. Washington State University is not the only school providing
degrees and certificates with senior living as the concentration. Other programs are available at Cornell, University of Central Florida, and George Mason University, to name a few. Still, there is more that can be done, and the industry has its sights set on Vision 2025.
LOOKING TO THE FUTURE
According to Steven Chies, program director at St. Joseph’s Col- lege, “There’s no simple solution for trying to find new senior care leaders.” This was essentially the genesis behind the development of Vision 2025, an initiative to connect industry associations, pro- viders and universities for the purpose of a shared goal. “Vision 2025 brings together eight of the national associations that are dealing with senior care and senior care leadership across the country,” said Chies. Working together, the American Healthcare Association
(AHCA) and National Center for Assisted Living (NCAL), Ameri- can Seniors Housing Association (ASHA), Center for Health Ad- ministration and Aging Services Excellence (CHAASE), National Association for Home Care & Hospice, LeadingAge, National As- sociation of Long Term Care Administrator Boards (NAB), Ar- gentum, and NIC are focused on creating programs and pathways to ensure the next generation of senior living leaders is ready to meet the industry’s future needs.
SEPTEMBER/OCTOBER 2022
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