Frequent employee turnover contradicts what’s generally considered the leading indicator for quality care in senior living: a stable, well trained workforce that feels like the community in which they work is their own business.
In an industry where dollars are scarce and higher pay is not always an achievable solution, it can be difficult to find other ways to combat alarming turnover rates. Besides compensation, employee focused communications and creating a greater sense of culture and belongingness among employees are impactful ways to overcome labor challenges.
Sustaining Your Employees: Ideas From Top Providers
In the same NIC session on staff turnover challenges, executives from The Springs Living, Belmont Village, and Trilogy Health Services shared their tactics for developing a workplace culture that makes them an employer of choice.
Fee Stubblefield, Founder and CEO of The Springs Living boiled it down to simple terms: Investing in people takes money. Fee continued to explain that new development and growth opportunities stem from maintaining a workforce. “If we don’t have employees, we don’t have residents… and if we don’t have residents, capital providers don’t want to be involved.”
The Springs Living gets to the root cause. Data shows that turnover is significantly lower when a seasoned and tenured executive director is at the helm. Therefore, resources are focused on sustaining their executive director team at the community level.