LeadingAge Oregon Workforce Summit ndash Cara Silletto ndash Nov 9 2016

Now an employeersquos market everyone is hiring companies growing coming out of recession

Employee advantage

o Jobs galore

o Shrinking labor force

Active workforce shrunk from 66 to 62 (women entering workforce plateaued)

o Accessible comparison info all online (both on employee and employer side)hellip glassdoorcom (current and former employees go online and write review of working for you anonymously)

o LinkedIn coaching are you using to find talent if not should ndash need both offense and defense (other companies using to poach your talent)

o Generational demographics

Whorsquos Who by Generation

o Traditionalists (Silent)

Born before 1946

Now 70s and 80s

Had long term incentives if you work for me life Irsquoll give you pensions insurance

o Baby Boomers

Born 1946-1964

Now 50s amp 60s

If I work harder I can have more (hourly amp wanted overtime or if career can position for next position)

Had lean childhood

Became workaholic for family to allow for nicer things

Have competitive streak (while growing up only had trophies for 1st 2nd amp 3rd place)

Stay until the job gets done

o Generation X

Born 1965-1979

Now upper 30s amp 40s

Crossed 2 important thresholds

More than frac12 went to college right out of HS

o Jobs switched to ldquodegree preferredrequiredrdquo

More than frac12 of women went into workforce right out of college

MTV had big influence (show called ldquocribsrdquo ndash Gauge new image of what success looked like

Became interested in appearance of success (BMWs became more popular)

o Millenials (Gen Y)

Born 1980-2000

Now under 36

Next 5 years most of new hires in this category

The Workforce Shift

o 80M Boomers retiring (boomers could manage GenXers how they wanted they were twice their size)

If wanted to advance had to play game paid dues waited their turn became pseudo-boomers

The reason we think wersquore so right is we did this for 40 years genXersboomers pushing backhellipwill not take my nose ring out)

o 45 M GenX

o By 2020 majority of workforce will be millenials

Challenges

o Loss of institutional knowledge

o Rising turnover costs

o Continuity of care (do CNAs every 3 months translate into better care)

o Fewer subject matter experts (finding amp keeping experts in complex field)

o Now millenials are not only job hopping but career hopping

Eg cousin degree in computer science didnrsquot like sitting drove truck for years then wife called back home became a nurse because likes working with people

Page 3

o Cultural differences

o You need to know your workforce

Widening Spectrum

o Boomers

Accept standards many years ago people accepted what was offered

Similar experiences similar outlook (probably wonrsquot go anywhere)

Traditional mindsets

o Today

Demand choices

Living different lifestyles

Diverse mindset

Whatrsquos in Your Control

o Not about the money anywhere (there is a threshold thatrsquos needed but beyond thathellip)

o Need to feel appreciated

o Need to understand employee expectations to build a place where people WANT to work

Needs to be place they want to come back to

The True Costs of Turnover

How Deep are Their Roots

o The deeper the roots the less likely they are to leave

o Most of revolving door are not going to be deepening their roots (no long term tenure)

o 70 of millenials leave companies in less than 2 years

o Recognition programs need to go to 2 years not 510

o Need to reset and recalibrate our own tenure meter

o For caregivers what is realistic about tenure

MV does every year

o Is a CNA job a career job

Nohellipa stepping stone for most of workers 90 of new CNAs donrsquot plan on staying a CNA for long ndash we have to be OK with this

Page 4

o Tenure thing is not a millenial issue (doesnrsquot matter if 20 or 40hellipthey donrsquot have roots with you)

We need to be treating staff like census (always will go up amp down always have to be working on replacing it)

The Cost of Turnover

o Front Line Worker $5000-10000

If you lose front line worker that knows what theyrsquore doing

o Office amp Management $15000-20000

o Review the cost of turnover worksheet to determine the bottom line impacthellipfuel to invest more $ up front

Emerging Adulthood Side

Itrsquos not about birth year itrsquos about mindset

How millenial are you

Donrsquot be so ldquojudgyrdquo --- find new middle ground ndash

Spectrum Therersquos no right or wrong

o Few steps

Proven to be cautious

Cautious to adapt

o In the Middle

Bridges gaps

Pulled in both direction

o Tons of Steps

Easily adaptable

Bored quickly

Generational understanding goes far beyond just employees

The Real issues on the TABLE

Technology ndash workforce relationship to technology

o Boomers ndash play music records on turntable

o Millenials ndash cassettes by ten CDs then Ipod then illegally downloading music on cloud ndash relationship with music over 20 years had to change

Page 5

o Translated to our comfort level with change

o Extremes donrsquot work pace of change needs to be somewhere in the middle (between donrsquot fix it if it wonrsquot work and therersquos an app for everything)

Authority

o Who does she think she is walked into administrators office and tells her what she thinks

o Fast food vs everyone eats same thing or go to bed hungry

o Cara experience got to pick vacation then when got to work world who wanted her opinion (mom always askedhellip) Was working with a bunch of boomers that paid dues and waited their turn Want to be heard

o Because we (younger mindset) got a vote when wersquore young very equal

o We need all of us younger workforce doesnrsquot see hierarchy doesnrsquot care about seniority and titles

o Our society used to be very trusting not so today wersquove had scandal after scandal

o GenX had a lot of latchkey kids then in mid80s young girl got kidnapped out of front yard everything changed

o We donrsquot value experience as we did 30 years ago

Balance

o Used to be had to be at work to workhellipnow we can work anywhere

o Our relationships at home have changed how many single parents hellipif you do 12 hour shifts how does single parent find day care

o Role of men have changed If women are working needs to be more equal

o Concrete Association example ldquothese young men are lazy canrsquot find anyone to work 60 hours anymorerdquo

o Do you know the reality of your front line Do you know how they make ends meet Example Canrsquot work more hours because theyrsquoll cross threshold on losing housingtransportation assistance They are living their 24 hour life thatrsquos all they know

o Need to mentorEducate on what great quality of care is

o If yoursquore going to try to ban cell phones wonrsquot work

o FOMOhellipfear of missing out

o Again need to find middle ground

Loyalty

Page 6

o Millenials donrsquot know what this is divorce peaked in 80s many saw parents split

o Offshoring decentralizing jobs shipped out

o Cara mom divorced amp laid off multiple timeshellipnever depend on company or spouse for your livelihood Her Mom I have to go back to school so we can leave your dad

o Took a long time to findunderstand loyalty

o Donrsquot put up with misery for too long donrsquot do what I did

o YOLO ndash you only live once (not as many say this as used to)

o Now people think they have to be happy every single day wersquove gone too far

o Have false competition happening in social media everyone has perfect everythinghellipeveryone is so perfect on Facebook

o Need to bring in mentorship - Need to help young people to not feel inferiorinadequatehellipitrsquos not always going to be peaches and roses when wersquore working

o Not always greener on other side didnrsquot know this

Entitlement

o Societal transition that happened about 30 years ago when personal credit card became mainstream for middle class kids should still get what they wanthellipwersquoll just charge it

o Get what we want when we want it

o Layaway coming back for those who canrsquot get credit card

Therersquos No Fault Letrsquos Bridge the Gap

o The world created today is not their fault we created it

o They donrsquot realize how good they have it

o Wersquore merely a product of the times we are raised

Strategies to Remember ndash GO ASK

Gather your evidence ndash how do you feel about that what would your vote be

o If yoursquore blindsided by 2 week notice you werenrsquot listening

o Gather evidence from 1 on 1 to formal group survey

o If something is off ldquoHey whatrsquos on your mindrdquo (Donrsquot say yoursquore off)then be prepared to listenhellipshut up

Page 7

Offer frequent feedback ndash recognize a job well done doesnrsquot always have to be this all feedback important

We have to recalibrate so we are thanking people for doing their jobs (Avoid thinking ldquothatrsquos what they get paid forrdquohellipthis is how they were raised)

o Best performers will leave if they donrsquot feel valuedhellip

o Thanking people at time clock for being here this weekhellipdoesnrsquot take much (difficult to get old style managers to this mind set)

o People trust you more in they know you have relationship build genuine relationship

o Transparency builds trust trust builds loyalty

Align for Advancement

o Need to think creatively about advancement ldquothere is no opportunity for advancement hererdquo

o What can we offer that is not a new job title money

Tuition assistance make them a mentor provide opportunity to get certificate education help find funding to get an education have them be on committees be on a community project

Schedule Innovatively

o Using 4 amp 6 hour shiftshellipway to extend aging nurses also great for students

o If you are manually schedulinghellipstop it

K Communicate Expectations

o Workforce canrsquot read mind no one told me I had to leave shoes on all day

o If you ever hear or say or think this donrsquot need to tell people what you think

ldquoShe should know betterrdquo - wrong she doesnrsquot know until you tell her

ldquoThatrsquos just common senserdquo (they will think leggings are pants)

What is company culture

How do you share the expectations in the unwritten playbook

Employer Brand

Reputation out on street on what itrsquos like to work with you

Page 8

Who defines your employer brandemployees donrsquot burn any bridges even if glad they are leaving

What can you do to improve or maintain it

o Know your reputation

o Listen to what employees are saying (current amp former)

o Address issues quickly amp thoroughly

o Be willing to make changes amp make difficult decisions

Glassdoorcom (where employees go to rate you)

o ldquoManagement appears to not recognize or value efforts of talented employees For the most part those who do the minimum are as valuable as those who go above amp beyondrdquo

o ldquoThe senior leaders are disconnected amp choose to hide information about the company

Management Effectiveness (anybody who had direct reports) is CRITICAL

o Must have good people in these roles if not negates everything wersquove talked about today

o How do you select new supervisors

Donrsquot think about career ladder switch to career latticehellipprovides opportunity to select right person for supervisor role

o What toolstraining do you give them to be successful

o We cannot afford to accept underperformance in supervisory roles

In LTC we are near crisis mode from the workforce perspective

If we donrsquot make smart decisions now wersquore going to be in trouble

You have permission to sleep at night when you have to make a business decision

o Determine gaps

o Provide development for somebody to get there

o Help find time to be a manager

Corporate Communication (what does this look like across organization)

Highly recommends newsletters and reinstating if you donrsquot have

o Provide in electronic and paper

Page 3

o Cultural differences

o You need to know your workforce

Widening Spectrum

o Boomers

Accept standards many years ago people accepted what was offered

Similar experiences similar outlook (probably wonrsquot go anywhere)

Traditional mindsets

o Today

Demand choices

Living different lifestyles

Diverse mindset

Whatrsquos in Your Control

o Not about the money anywhere (there is a threshold thatrsquos needed but beyond thathellip)

o Need to feel appreciated

o Need to understand employee expectations to build a place where people WANT to work

Needs to be place they want to come back to

The True Costs of Turnover

How Deep are Their Roots

o The deeper the roots the less likely they are to leave

o Most of revolving door are not going to be deepening their roots (no long term tenure)

o 70 of millenials leave companies in less than 2 years

o Recognition programs need to go to 2 years not 510

o Need to reset and recalibrate our own tenure meter

o For caregivers what is realistic about tenure

MV does every year

o Is a CNA job a career job

Nohellipa stepping stone for most of workers 90 of new CNAs donrsquot plan on staying a CNA for long ndash we have to be OK with this

Page 4

o Tenure thing is not a millenial issue (doesnrsquot matter if 20 or 40hellipthey donrsquot have roots with you)

We need to be treating staff like census (always will go up amp down always have to be working on replacing it)

The Cost of Turnover

o Front Line Worker $5000-10000

If you lose front line worker that knows what theyrsquore doing

o Office amp Management $15000-20000

o Review the cost of turnover worksheet to determine the bottom line impacthellipfuel to invest more $ up front

Emerging Adulthood Side

Itrsquos not about birth year itrsquos about mindset

How millenial are you

Donrsquot be so ldquojudgyrdquo --- find new middle ground ndash

Spectrum Therersquos no right or wrong

o Few steps

Proven to be cautious

Cautious to adapt

o In the Middle

Bridges gaps

Pulled in both direction

o Tons of Steps

Easily adaptable

Bored quickly

Generational understanding goes far beyond just employees

The Real issues on the TABLE

Technology ndash workforce relationship to technology

o Boomers ndash play music records on turntable

o Millenials ndash cassettes by ten CDs then Ipod then illegally downloading music on cloud ndash relationship with music over 20 years had to change

Page 5

o Translated to our comfort level with change

o Extremes donrsquot work pace of change needs to be somewhere in the middle (between donrsquot fix it if it wonrsquot work and therersquos an app for everything)

Authority

o Who does she think she is walked into administrators office and tells her what she thinks

o Fast food vs everyone eats same thing or go to bed hungry

o Cara experience got to pick vacation then when got to work world who wanted her opinion (mom always askedhellip) Was working with a bunch of boomers that paid dues and waited their turn Want to be heard

o Because we (younger mindset) got a vote when wersquore young very equal

o We need all of us younger workforce doesnrsquot see hierarchy doesnrsquot care about seniority and titles

o Our society used to be very trusting not so today wersquove had scandal after scandal

o GenX had a lot of latchkey kids then in mid80s young girl got kidnapped out of front yard everything changed

o We donrsquot value experience as we did 30 years ago

Balance

o Used to be had to be at work to workhellipnow we can work anywhere

o Our relationships at home have changed how many single parents hellipif you do 12 hour shifts how does single parent find day care

o Role of men have changed If women are working needs to be more equal

o Concrete Association example ldquothese young men are lazy canrsquot find anyone to work 60 hours anymorerdquo

o Do you know the reality of your front line Do you know how they make ends meet Example Canrsquot work more hours because theyrsquoll cross threshold on losing housingtransportation assistance They are living their 24 hour life thatrsquos all they know

o Need to mentorEducate on what great quality of care is

o If yoursquore going to try to ban cell phones wonrsquot work

o FOMOhellipfear of missing out

o Again need to find middle ground

Loyalty

Page 6

o Millenials donrsquot know what this is divorce peaked in 80s many saw parents split

o Offshoring decentralizing jobs shipped out

o Cara mom divorced amp laid off multiple timeshellipnever depend on company or spouse for your livelihood Her Mom I have to go back to school so we can leave your dad

o Took a long time to findunderstand loyalty

o Donrsquot put up with misery for too long donrsquot do what I did

o YOLO ndash you only live once (not as many say this as used to)

o Now people think they have to be happy every single day wersquove gone too far

o Have false competition happening in social media everyone has perfect everythinghellipeveryone is so perfect on Facebook

o Need to bring in mentorship - Need to help young people to not feel inferiorinadequatehellipitrsquos not always going to be peaches and roses when wersquore working

o Not always greener on other side didnrsquot know this

Entitlement

o Societal transition that happened about 30 years ago when personal credit card became mainstream for middle class kids should still get what they wanthellipwersquoll just charge it

o Get what we want when we want it

o Layaway coming back for those who canrsquot get credit card

Therersquos No Fault Letrsquos Bridge the Gap

o The world created today is not their fault we created it

o They donrsquot realize how good they have it

o Wersquore merely a product of the times we are raised

Strategies to Remember ndash GO ASK

Gather your evidence ndash how do you feel about that what would your vote be

o If yoursquore blindsided by 2 week notice you werenrsquot listening

o Gather evidence from 1 on 1 to formal group survey

o If something is off ldquoHey whatrsquos on your mindrdquo (Donrsquot say yoursquore off)then be prepared to listenhellipshut up

Page 7

Offer frequent feedback ndash recognize a job well done doesnrsquot always have to be this all feedback important

We have to recalibrate so we are thanking people for doing their jobs (Avoid thinking ldquothatrsquos what they get paid forrdquohellipthis is how they were raised)

o Best performers will leave if they donrsquot feel valuedhellip

o Thanking people at time clock for being here this weekhellipdoesnrsquot take much (difficult to get old style managers to this mind set)

o People trust you more in they know you have relationship build genuine relationship

o Transparency builds trust trust builds loyalty

Align for Advancement

o Need to think creatively about advancement ldquothere is no opportunity for advancement hererdquo

o What can we offer that is not a new job title money

Tuition assistance make them a mentor provide opportunity to get certificate education help find funding to get an education have them be on committees be on a community project

Schedule Innovatively

o Using 4 amp 6 hour shiftshellipway to extend aging nurses also great for students

o If you are manually schedulinghellipstop it

K Communicate Expectations

o Workforce canrsquot read mind no one told me I had to leave shoes on all day

o If you ever hear or say or think this donrsquot need to tell people what you think

ldquoShe should know betterrdquo - wrong she doesnrsquot know until you tell her

ldquoThatrsquos just common senserdquo (they will think leggings are pants)

What is company culture

How do you share the expectations in the unwritten playbook

Employer Brand

Reputation out on street on what itrsquos like to work with you

Page 8

Who defines your employer brandemployees donrsquot burn any bridges even if glad they are leaving

What can you do to improve or maintain it

o Know your reputation

o Listen to what employees are saying (current amp former)

o Address issues quickly amp thoroughly

o Be willing to make changes amp make difficult decisions

Glassdoorcom (where employees go to rate you)

o ldquoManagement appears to not recognize or value efforts of talented employees For the most part those who do the minimum are as valuable as those who go above amp beyondrdquo

o ldquoThe senior leaders are disconnected amp choose to hide information about the company

Management Effectiveness (anybody who had direct reports) is CRITICAL

o Must have good people in these roles if not negates everything wersquove talked about today

o How do you select new supervisors

Donrsquot think about career ladder switch to career latticehellipprovides opportunity to select right person for supervisor role

o What toolstraining do you give them to be successful

o We cannot afford to accept underperformance in supervisory roles

In LTC we are near crisis mode from the workforce perspective

If we donrsquot make smart decisions now wersquore going to be in trouble

You have permission to sleep at night when you have to make a business decision

o Determine gaps

o Provide development for somebody to get there

o Help find time to be a manager

Corporate Communication (what does this look like across organization)

Highly recommends newsletters and reinstating if you donrsquot have

o Provide in electronic and paper

Page 4

o Tenure thing is not a millenial issue (doesnrsquot matter if 20 or 40hellipthey donrsquot have roots with you)

We need to be treating staff like census (always will go up amp down always have to be working on replacing it)

The Cost of Turnover

o Front Line Worker $5000-10000

If you lose front line worker that knows what theyrsquore doing

o Office amp Management $15000-20000

o Review the cost of turnover worksheet to determine the bottom line impacthellipfuel to invest more $ up front

Emerging Adulthood Side

Itrsquos not about birth year itrsquos about mindset

How millenial are you

Donrsquot be so ldquojudgyrdquo --- find new middle ground ndash

Spectrum Therersquos no right or wrong

o Few steps

Proven to be cautious

Cautious to adapt

o In the Middle

Bridges gaps

Pulled in both direction

o Tons of Steps

Easily adaptable

Bored quickly

Generational understanding goes far beyond just employees

The Real issues on the TABLE

Technology ndash workforce relationship to technology

o Boomers ndash play music records on turntable

o Millenials ndash cassettes by ten CDs then Ipod then illegally downloading music on cloud ndash relationship with music over 20 years had to change

Page 5

o Translated to our comfort level with change

o Extremes donrsquot work pace of change needs to be somewhere in the middle (between donrsquot fix it if it wonrsquot work and therersquos an app for everything)

Authority

o Who does she think she is walked into administrators office and tells her what she thinks

o Fast food vs everyone eats same thing or go to bed hungry

o Cara experience got to pick vacation then when got to work world who wanted her opinion (mom always askedhellip) Was working with a bunch of boomers that paid dues and waited their turn Want to be heard

o Because we (younger mindset) got a vote when wersquore young very equal

o We need all of us younger workforce doesnrsquot see hierarchy doesnrsquot care about seniority and titles

o Our society used to be very trusting not so today wersquove had scandal after scandal

o GenX had a lot of latchkey kids then in mid80s young girl got kidnapped out of front yard everything changed

o We donrsquot value experience as we did 30 years ago

Balance

o Used to be had to be at work to workhellipnow we can work anywhere

o Our relationships at home have changed how many single parents hellipif you do 12 hour shifts how does single parent find day care

o Role of men have changed If women are working needs to be more equal

o Concrete Association example ldquothese young men are lazy canrsquot find anyone to work 60 hours anymorerdquo

o Do you know the reality of your front line Do you know how they make ends meet Example Canrsquot work more hours because theyrsquoll cross threshold on losing housingtransportation assistance They are living their 24 hour life thatrsquos all they know

o Need to mentorEducate on what great quality of care is

o If yoursquore going to try to ban cell phones wonrsquot work

o FOMOhellipfear of missing out

o Again need to find middle ground

Loyalty

Page 6

o Millenials donrsquot know what this is divorce peaked in 80s many saw parents split

o Offshoring decentralizing jobs shipped out

o Cara mom divorced amp laid off multiple timeshellipnever depend on company or spouse for your livelihood Her Mom I have to go back to school so we can leave your dad

o Took a long time to findunderstand loyalty

o Donrsquot put up with misery for too long donrsquot do what I did

o YOLO ndash you only live once (not as many say this as used to)

o Now people think they have to be happy every single day wersquove gone too far

o Have false competition happening in social media everyone has perfect everythinghellipeveryone is so perfect on Facebook

o Need to bring in mentorship - Need to help young people to not feel inferiorinadequatehellipitrsquos not always going to be peaches and roses when wersquore working

o Not always greener on other side didnrsquot know this

Entitlement

o Societal transition that happened about 30 years ago when personal credit card became mainstream for middle class kids should still get what they wanthellipwersquoll just charge it

o Get what we want when we want it

o Layaway coming back for those who canrsquot get credit card

Therersquos No Fault Letrsquos Bridge the Gap

o The world created today is not their fault we created it

o They donrsquot realize how good they have it

o Wersquore merely a product of the times we are raised

Strategies to Remember ndash GO ASK

Gather your evidence ndash how do you feel about that what would your vote be

o If yoursquore blindsided by 2 week notice you werenrsquot listening

o Gather evidence from 1 on 1 to formal group survey

o If something is off ldquoHey whatrsquos on your mindrdquo (Donrsquot say yoursquore off)then be prepared to listenhellipshut up

Page 7

Offer frequent feedback ndash recognize a job well done doesnrsquot always have to be this all feedback important

We have to recalibrate so we are thanking people for doing their jobs (Avoid thinking ldquothatrsquos what they get paid forrdquohellipthis is how they were raised)

o Best performers will leave if they donrsquot feel valuedhellip

o Thanking people at time clock for being here this weekhellipdoesnrsquot take much (difficult to get old style managers to this mind set)

o People trust you more in they know you have relationship build genuine relationship

o Transparency builds trust trust builds loyalty

Align for Advancement

o Need to think creatively about advancement ldquothere is no opportunity for advancement hererdquo

o What can we offer that is not a new job title money

Tuition assistance make them a mentor provide opportunity to get certificate education help find funding to get an education have them be on committees be on a community project

Schedule Innovatively

o Using 4 amp 6 hour shiftshellipway to extend aging nurses also great for students

o If you are manually schedulinghellipstop it

K Communicate Expectations

o Workforce canrsquot read mind no one told me I had to leave shoes on all day

o If you ever hear or say or think this donrsquot need to tell people what you think

ldquoShe should know betterrdquo - wrong she doesnrsquot know until you tell her

ldquoThatrsquos just common senserdquo (they will think leggings are pants)

What is company culture

How do you share the expectations in the unwritten playbook

Employer Brand

Reputation out on street on what itrsquos like to work with you

Page 8

Who defines your employer brandemployees donrsquot burn any bridges even if glad they are leaving

What can you do to improve or maintain it

o Know your reputation

o Listen to what employees are saying (current amp former)

o Address issues quickly amp thoroughly

o Be willing to make changes amp make difficult decisions

Glassdoorcom (where employees go to rate you)

o ldquoManagement appears to not recognize or value efforts of talented employees For the most part those who do the minimum are as valuable as those who go above amp beyondrdquo

o ldquoThe senior leaders are disconnected amp choose to hide information about the company

Management Effectiveness (anybody who had direct reports) is CRITICAL

o Must have good people in these roles if not negates everything wersquove talked about today

o How do you select new supervisors

Donrsquot think about career ladder switch to career latticehellipprovides opportunity to select right person for supervisor role

o What toolstraining do you give them to be successful

o We cannot afford to accept underperformance in supervisory roles

In LTC we are near crisis mode from the workforce perspective

If we donrsquot make smart decisions now wersquore going to be in trouble

You have permission to sleep at night when you have to make a business decision

o Determine gaps

o Provide development for somebody to get there

o Help find time to be a manager

Corporate Communication (what does this look like across organization)

Highly recommends newsletters and reinstating if you donrsquot have

o Provide in electronic and paper

Page 5

o Translated to our comfort level with change

o Extremes donrsquot work pace of change needs to be somewhere in the middle (between donrsquot fix it if it wonrsquot work and therersquos an app for everything)

Authority

o Who does she think she is walked into administrators office and tells her what she thinks

o Fast food vs everyone eats same thing or go to bed hungry

o Cara experience got to pick vacation then when got to work world who wanted her opinion (mom always askedhellip) Was working with a bunch of boomers that paid dues and waited their turn Want to be heard

o Because we (younger mindset) got a vote when wersquore young very equal

o We need all of us younger workforce doesnrsquot see hierarchy doesnrsquot care about seniority and titles

o Our society used to be very trusting not so today wersquove had scandal after scandal

o GenX had a lot of latchkey kids then in mid80s young girl got kidnapped out of front yard everything changed

o We donrsquot value experience as we did 30 years ago

Balance

o Used to be had to be at work to workhellipnow we can work anywhere

o Our relationships at home have changed how many single parents hellipif you do 12 hour shifts how does single parent find day care

o Role of men have changed If women are working needs to be more equal

o Concrete Association example ldquothese young men are lazy canrsquot find anyone to work 60 hours anymorerdquo

o Do you know the reality of your front line Do you know how they make ends meet Example Canrsquot work more hours because theyrsquoll cross threshold on losing housingtransportation assistance They are living their 24 hour life thatrsquos all they know

o Need to mentorEducate on what great quality of care is

o If yoursquore going to try to ban cell phones wonrsquot work

o FOMOhellipfear of missing out

o Again need to find middle ground

Loyalty

Page 6

o Millenials donrsquot know what this is divorce peaked in 80s many saw parents split

o Offshoring decentralizing jobs shipped out

o Cara mom divorced amp laid off multiple timeshellipnever depend on company or spouse for your livelihood Her Mom I have to go back to school so we can leave your dad

o Took a long time to findunderstand loyalty

o Donrsquot put up with misery for too long donrsquot do what I did

o YOLO ndash you only live once (not as many say this as used to)

o Now people think they have to be happy every single day wersquove gone too far

o Have false competition happening in social media everyone has perfect everythinghellipeveryone is so perfect on Facebook

o Need to bring in mentorship - Need to help young people to not feel inferiorinadequatehellipitrsquos not always going to be peaches and roses when wersquore working

o Not always greener on other side didnrsquot know this

Entitlement

o Societal transition that happened about 30 years ago when personal credit card became mainstream for middle class kids should still get what they wanthellipwersquoll just charge it

o Get what we want when we want it

o Layaway coming back for those who canrsquot get credit card

Therersquos No Fault Letrsquos Bridge the Gap

o The world created today is not their fault we created it

o They donrsquot realize how good they have it

o Wersquore merely a product of the times we are raised

Strategies to Remember ndash GO ASK

Gather your evidence ndash how do you feel about that what would your vote be

o If yoursquore blindsided by 2 week notice you werenrsquot listening

o Gather evidence from 1 on 1 to formal group survey

o If something is off ldquoHey whatrsquos on your mindrdquo (Donrsquot say yoursquore off)then be prepared to listenhellipshut up

Page 7

Offer frequent feedback ndash recognize a job well done doesnrsquot always have to be this all feedback important

We have to recalibrate so we are thanking people for doing their jobs (Avoid thinking ldquothatrsquos what they get paid forrdquohellipthis is how they were raised)

o Best performers will leave if they donrsquot feel valuedhellip

o Thanking people at time clock for being here this weekhellipdoesnrsquot take much (difficult to get old style managers to this mind set)

o People trust you more in they know you have relationship build genuine relationship

o Transparency builds trust trust builds loyalty

Align for Advancement

o Need to think creatively about advancement ldquothere is no opportunity for advancement hererdquo

o What can we offer that is not a new job title money

Tuition assistance make them a mentor provide opportunity to get certificate education help find funding to get an education have them be on committees be on a community project

Schedule Innovatively

o Using 4 amp 6 hour shiftshellipway to extend aging nurses also great for students

o If you are manually schedulinghellipstop it

K Communicate Expectations

o Workforce canrsquot read mind no one told me I had to leave shoes on all day

o If you ever hear or say or think this donrsquot need to tell people what you think

ldquoShe should know betterrdquo - wrong she doesnrsquot know until you tell her

ldquoThatrsquos just common senserdquo (they will think leggings are pants)

What is company culture

How do you share the expectations in the unwritten playbook

Employer Brand

Reputation out on street on what itrsquos like to work with you

Page 8

Who defines your employer brandemployees donrsquot burn any bridges even if glad they are leaving

What can you do to improve or maintain it

o Know your reputation

o Listen to what employees are saying (current amp former)

o Address issues quickly amp thoroughly

o Be willing to make changes amp make difficult decisions

Glassdoorcom (where employees go to rate you)

o ldquoManagement appears to not recognize or value efforts of talented employees For the most part those who do the minimum are as valuable as those who go above amp beyondrdquo

o ldquoThe senior leaders are disconnected amp choose to hide information about the company

Management Effectiveness (anybody who had direct reports) is CRITICAL

o Must have good people in these roles if not negates everything wersquove talked about today

o How do you select new supervisors

Donrsquot think about career ladder switch to career latticehellipprovides opportunity to select right person for supervisor role

o What toolstraining do you give them to be successful

o We cannot afford to accept underperformance in supervisory roles

In LTC we are near crisis mode from the workforce perspective

If we donrsquot make smart decisions now wersquore going to be in trouble

You have permission to sleep at night when you have to make a business decision

o Determine gaps

o Provide development for somebody to get there

o Help find time to be a manager

Corporate Communication (what does this look like across organization)

Highly recommends newsletters and reinstating if you donrsquot have

o Provide in electronic and paper

Page 6

o Millenials donrsquot know what this is divorce peaked in 80s many saw parents split

o Offshoring decentralizing jobs shipped out

o Cara mom divorced amp laid off multiple timeshellipnever depend on company or spouse for your livelihood Her Mom I have to go back to school so we can leave your dad

o Took a long time to findunderstand loyalty

o Donrsquot put up with misery for too long donrsquot do what I did

o YOLO ndash you only live once (not as many say this as used to)

o Now people think they have to be happy every single day wersquove gone too far

o Have false competition happening in social media everyone has perfect everythinghellipeveryone is so perfect on Facebook

o Need to bring in mentorship - Need to help young people to not feel inferiorinadequatehellipitrsquos not always going to be peaches and roses when wersquore working

o Not always greener on other side didnrsquot know this

Entitlement

o Societal transition that happened about 30 years ago when personal credit card became mainstream for middle class kids should still get what they wanthellipwersquoll just charge it

o Get what we want when we want it

o Layaway coming back for those who canrsquot get credit card

Therersquos No Fault Letrsquos Bridge the Gap

o The world created today is not their fault we created it

o They donrsquot realize how good they have it

o Wersquore merely a product of the times we are raised

Strategies to Remember ndash GO ASK

Gather your evidence ndash how do you feel about that what would your vote be

o If yoursquore blindsided by 2 week notice you werenrsquot listening

o Gather evidence from 1 on 1 to formal group survey

o If something is off ldquoHey whatrsquos on your mindrdquo (Donrsquot say yoursquore off)then be prepared to listenhellipshut up

Page 7

Offer frequent feedback ndash recognize a job well done doesnrsquot always have to be this all feedback important

We have to recalibrate so we are thanking people for doing their jobs (Avoid thinking ldquothatrsquos what they get paid forrdquohellipthis is how they were raised)

o Best performers will leave if they donrsquot feel valuedhellip

o Thanking people at time clock for being here this weekhellipdoesnrsquot take much (difficult to get old style managers to this mind set)

o People trust you more in they know you have relationship build genuine relationship

o Transparency builds trust trust builds loyalty

Align for Advancement

o Need to think creatively about advancement ldquothere is no opportunity for advancement hererdquo

o What can we offer that is not a new job title money

Tuition assistance make them a mentor provide opportunity to get certificate education help find funding to get an education have them be on committees be on a community project

Schedule Innovatively

o Using 4 amp 6 hour shiftshellipway to extend aging nurses also great for students

o If you are manually schedulinghellipstop it

K Communicate Expectations

o Workforce canrsquot read mind no one told me I had to leave shoes on all day

o If you ever hear or say or think this donrsquot need to tell people what you think

ldquoShe should know betterrdquo - wrong she doesnrsquot know until you tell her

ldquoThatrsquos just common senserdquo (they will think leggings are pants)

What is company culture

How do you share the expectations in the unwritten playbook

Employer Brand

Reputation out on street on what itrsquos like to work with you

Page 8

Who defines your employer brandemployees donrsquot burn any bridges even if glad they are leaving

What can you do to improve or maintain it

o Know your reputation

o Listen to what employees are saying (current amp former)

o Address issues quickly amp thoroughly

o Be willing to make changes amp make difficult decisions

Glassdoorcom (where employees go to rate you)

o ldquoManagement appears to not recognize or value efforts of talented employees For the most part those who do the minimum are as valuable as those who go above amp beyondrdquo

o ldquoThe senior leaders are disconnected amp choose to hide information about the company

Management Effectiveness (anybody who had direct reports) is CRITICAL

o Must have good people in these roles if not negates everything wersquove talked about today

o How do you select new supervisors

Donrsquot think about career ladder switch to career latticehellipprovides opportunity to select right person for supervisor role

o What toolstraining do you give them to be successful

o We cannot afford to accept underperformance in supervisory roles

In LTC we are near crisis mode from the workforce perspective

If we donrsquot make smart decisions now wersquore going to be in trouble

You have permission to sleep at night when you have to make a business decision

o Determine gaps

o Provide development for somebody to get there

o Help find time to be a manager

Corporate Communication (what does this look like across organization)

Highly recommends newsletters and reinstating if you donrsquot have

o Provide in electronic and paper

Page 7

Offer frequent feedback ndash recognize a job well done doesnrsquot always have to be this all feedback important

We have to recalibrate so we are thanking people for doing their jobs (Avoid thinking ldquothatrsquos what they get paid forrdquohellipthis is how they were raised)

o Best performers will leave if they donrsquot feel valuedhellip

o Thanking people at time clock for being here this weekhellipdoesnrsquot take much (difficult to get old style managers to this mind set)

o People trust you more in they know you have relationship build genuine relationship

o Transparency builds trust trust builds loyalty

Align for Advancement

o Need to think creatively about advancement ldquothere is no opportunity for advancement hererdquo

o What can we offer that is not a new job title money

Tuition assistance make them a mentor provide opportunity to get certificate education help find funding to get an education have them be on committees be on a community project

Schedule Innovatively

o Using 4 amp 6 hour shiftshellipway to extend aging nurses also great for students

o If you are manually schedulinghellipstop it

K Communicate Expectations

o Workforce canrsquot read mind no one told me I had to leave shoes on all day

o If you ever hear or say or think this donrsquot need to tell people what you think

ldquoShe should know betterrdquo - wrong she doesnrsquot know until you tell her

ldquoThatrsquos just common senserdquo (they will think leggings are pants)

What is company culture

How do you share the expectations in the unwritten playbook

Employer Brand

Reputation out on street on what itrsquos like to work with you

Page 8

Who defines your employer brandemployees donrsquot burn any bridges even if glad they are leaving

What can you do to improve or maintain it

o Know your reputation

o Listen to what employees are saying (current amp former)

o Address issues quickly amp thoroughly

o Be willing to make changes amp make difficult decisions

Glassdoorcom (where employees go to rate you)

o ldquoManagement appears to not recognize or value efforts of talented employees For the most part those who do the minimum are as valuable as those who go above amp beyondrdquo

o ldquoThe senior leaders are disconnected amp choose to hide information about the company

Management Effectiveness (anybody who had direct reports) is CRITICAL

o Must have good people in these roles if not negates everything wersquove talked about today

o How do you select new supervisors

Donrsquot think about career ladder switch to career latticehellipprovides opportunity to select right person for supervisor role

o What toolstraining do you give them to be successful

o We cannot afford to accept underperformance in supervisory roles

In LTC we are near crisis mode from the workforce perspective

If we donrsquot make smart decisions now wersquore going to be in trouble

You have permission to sleep at night when you have to make a business decision

o Determine gaps

o Provide development for somebody to get there

o Help find time to be a manager

Corporate Communication (what does this look like across organization)

Highly recommends newsletters and reinstating if you donrsquot have

o Provide in electronic and paper

Page 8

Who defines your employer brandemployees donrsquot burn any bridges even if glad they are leaving

What can you do to improve or maintain it

o Know your reputation

o Listen to what employees are saying (current amp former)

o Address issues quickly amp thoroughly

o Be willing to make changes amp make difficult decisions

Glassdoorcom (where employees go to rate you)

o ldquoManagement appears to not recognize or value efforts of talented employees For the most part those who do the minimum are as valuable as those who go above amp beyondrdquo

o ldquoThe senior leaders are disconnected amp choose to hide information about the company

Management Effectiveness (anybody who had direct reports) is CRITICAL

o Must have good people in these roles if not negates everything wersquove talked about today

o How do you select new supervisors

Donrsquot think about career ladder switch to career latticehellipprovides opportunity to select right person for supervisor role

o What toolstraining do you give them to be successful

o We cannot afford to accept underperformance in supervisory roles

In LTC we are near crisis mode from the workforce perspective

If we donrsquot make smart decisions now wersquore going to be in trouble

You have permission to sleep at night when you have to make a business decision

o Determine gaps

o Provide development for somebody to get there

o Help find time to be a manager

Corporate Communication (what does this look like across organization)

Highly recommends newsletters and reinstating if you donrsquot have

o Provide in electronic and paper

Page 9

How do you make it worth reading

o Make exclusive

o Game example If you find word and send it in you get prize ndash incentivize reading

o Use pictures

Consistent message on regular basis

o No one way to do

o Close internal Facebook page (internal communication among staff)

Set parameters on what it is for amp what it is not

Cascade information decisions amp updates

o Stop and think who needs to know what just happened

o Will make you a better communicator overnight

o Will make people feel like an insider

Importance of transparency

o Critical to building trust

o Makes you real human helps build genuine authentic relationship

o How transparent should we be

Seeing a spectrum of transparency

Traditionally been pretty tight-lipped

Shift to be more open

Use the technology tools available

Validating Hunches

We make a lot of assumptions donrsquot dohellipask rather than assume

Do you know how your employees feel about the company supervisors work environment and their responsibilities

What gaps Conduct survey

Prioritizing Action After Survey

o A survey with no action is WORSE than no survey at all

o Identify low-hanging fruit ndash easy to fix

o Announce longer term initiatives planned

Page 10

o Explain concerns you donrsquot plan to address

Candidate Selection Process

Are you giving realistic job interviews

Recommend shadowing great way of giving realistic picture of job

Better to scare away rather than invest in someone that wonrsquot work

Do you use a multi-generational selection team

o Someone who may think theyrsquore a job hopper when they have stayed places 2-3 years ndash today thatrsquos not a job hopper

Give them a tour observe interaction with others as part of ldquointerviewrdquo

Example group interview with water glasses short one glass of water see who reaches to offer water to others

Need to provide unconscious bias in conducting interviews

o Great free test from Harvard Implicit Association Test

o Someone asked Is ugly the new protected class

When did you last review your interviewing questions

o Should be addressing your issues in questionshellipie if you had a problem with transportation one day what did you do

o Provides you with opportunity to explain importance of punctuality to quality of care

Are you using the proper assessment tools

Cara has partner who does work in assessment area

Assessments now that will measure workplace ethics

So theyrsquore hiredhellip

Do you contact them before the 1st day

o Did you have experience that they didnrsquot show up on day 1 because took another job need to sell them even after offer

Handwritten card mailed to them welcoming them asking what do they need canrsquot wait to see you herersquos my cell

Who should do Member of team managerhellipdoesnrsquot have to be certain position

Do they complete the HR paperwork before arrival

Page 10

o Explain concerns you donrsquot plan to address

Candidate Selection Process

Are you giving realistic job interviews

Recommend shadowing great way of giving realistic picture of job

Better to scare away rather than invest in someone that wonrsquot work

Do you use a multi-generational selection team

o Someone who may think theyrsquore a job hopper when they have stayed places 2-3 years ndash today thatrsquos not a job hopper

Give them a tour observe interaction with others as part of ldquointerviewrdquo

Example group interview with water glasses short one glass of water see who reaches to offer water to others

Need to provide unconscious bias in conducting interviews

o Great free test from Harvard Implicit Association Test

o Someone asked Is ugly the new protected class

When did you last review your interviewing questions

o Should be addressing your issues in questionshellipie if you had a problem with transportation one day what did you do

o Provides you with opportunity to explain importance of punctuality to quality of care

Are you using the proper assessment tools

Cara has partner who does work in assessment area

Assessments now that will measure workplace ethics

So theyrsquore hiredhellip

Do you contact them before the 1st day

o Did you have experience that they didnrsquot show up on day 1 because took another job need to sell them even after offer

Handwritten card mailed to them welcoming them asking what do they need canrsquot wait to see you herersquos my cell

Who should do Member of team managerhellipdoesnrsquot have to be certain position

Do they complete the HR paperwork before arrival

Page 11

o Need to automate HR Vikuscom is fantastic

Whats their 1st day like

How do you welcome them

o Lunches on day one if part of leadership team the better

o Take a step further how about lunch on day 2

o Some do for a full week meeting with different people each time

o Gift basket some swag with your logo on it

In interview questions what is your favorite drink What is your favorite snack So where do you shop

o Example Have employee complete profile on 1st day

o Acronym gamehellip

o Important because it sets the tone

Employer Brand ndash Critical Week One

Most people are excited to start a new job

Itrsquos when they are asked ldquohowrsquos your new jobrdquo

Retention ndash What are you seeing today

Being cliquish

Not welcoming 1st day

Working full shift hours

Competing with other jobs they have

Veteran staff not understanding learning curve

People who come to work and donrsquot really want to work

8-Minute Masterminds

There are times we need to really solve a problem exercise that allows you to focus really a brainstorming goal to determine next steps in finding a solution

Sharing More Best Practices

What great advice did you receive

Page 12

What tools software and apps do you currently use

o Successoriescom Baudvillecom

Tomorrowrsquos Success

For the Greater Good

Time to make changes for the greater good

All employees want a voice

All employees want recognition amp appreciation

All employees want opportunities for advancement

All employees want flexibility amp better quality of life

All employees want a great coachmentor not a boss

Gain Loyalty to Extend Tenure

Millenials have a lower tolerance for accepting less

And theyrsquoll make a choice to stay (or leave) quickly

Gain loyalty by winning over your internal customers

ldquoA 25-year oldrsquos expectations today will be mirrored in her parentrsquos demands soonrdquo -Micah Solomon Forbes Contributor

Successful Organizations

Validating hunches with data

Strengthening employer Brand

Revamp On-boarding strategy

Train managers to be more effective

Enhance Corporate Communication

Schedule innovatively

Treat Employees as Internal Customers

Successful Managers

Say ldquoWhat if we could helliprdquo instead of ldquoWe canrsquot becausehelliprdquo

Page 13

Reevaluate traditional definitions

Communicate expectations

Maintain open dialogue with team

Coach others to be more effective

Treat Employees as internal customers