Educational Webinar: Onboarding Employees to Ensure Retention

Hello and welcome. This is Mary from the Medical Surgical. Today's webinar on boarding employees to ensure retention is presented by Relia. This presentation is being recorded to submit questions for our speaker. Please locate the Q and A panel in the lower left corner of your console. We are excited to welcome today's presenter from Vince. Then started his career at the Cleveland Clinic and Duke University Hospital as a cardiothoracic IC U nurse. He was in a traveling IC U nurse, a lead faculty member at Central Nursing College and a consultant. Vince now works on the business side of health care to help organizations with staffing retention and patient care. Vince is the international best selling co-author of the nurses guide to innovation which teaches nurses how to, how to develop business and product ideas. Vince is also the founder of step to help, which offers proprietary assist devices for seniors to reduce their risk of falling step to help products are sold nationwide. Vince currently lives in San Diego and is married with twin boys, Vince. I'll turn it over to you. Hello, everyone. Thanks for taking the time out of your day and joining us to talk through really? What is one of the most crucial elements and problems that our health care system is facing today is retention and staffing. I could go on and on. Everybody's going through it. We're all in the same boat. And I always use the analogy that we're all fishing from the same pond. There's only so many fish in that pond and we've gotta figure out the best ways to make our bait the most attractive, right? How do we get people into our environment? How do we help them grow with us? There's gonna be some things today that we go through and uh and share that I think will allow you to have some take ways. Again, I've been on the other side of the coin as a employee and growing my career and then now on the business side helping lead teams and so many of these principles really ring true. So I wanna jump right in and talk through all the different things that are gonna be important to you and just know that today's talk, you know, I'm really hoping that each of you have, you know, a few nuggets that you pull away from here and while some of these things are pretty straightforward, there may be others that are light bulb moments for you. But I really want you to challenge yourself to, you know, put down the, the email, Know the phone, the things that you're doing to multitask really dedicate this time to you and your organization because if you can just have a few good takeaways and learn to improve 10%, on some of these processes. Cumulatively speaking, I think you'll see some great results. So let's jump right in and talk about senior living overview. Now, remember this talk is about ensuring an on boarding employees to ensure retention. So as I talk through this, just know if you're working in an environment, that's slightly outside of what I'm talking about, these principles still ring true. But you know, senior living has some unique aspects of it. And on boarding, your employees are really crucial to make sure that these happen in a way that's consistent with your ethos as a company. Right? So right now, the points that I'm gonna talk through are really about things that happen when you post the job and when you start to interview people for your role, right, then we're gonna transition to after you're interviewing them and you're starting to get into the on boarding that some of those principles will become more evident and front and center. So again, just keep this in mind. But as you're talking through and starting to get individuals into your community setting, I think it's always important to really talk through the community setting versus other health care settings because think of it, right, somebody might have been down the street working at a hospital or working at a Home Health Aid and now they're coming to your organization. And so you've got to talk about the pace and the rhythm, right? And ultimately, what this goes towards is the expectation that this employee is gonna have when they come set foot inside to your, inside your community. And so what is the pace like in senior living? Right. Is it a independent living and assisted living? Uh How many nurses are there? When do you do huddle? What are the work flows? When are bed baths given, when are breakfast, lunch, dinner, given all the things that go into that pace. I've been in some communities and it's, it's fast, there's things going on all the time. Others you talk about the rhythm of the community and it's, it's a little slower, it's more community and friends and sitting around enjoying coffee for a longer period of time. So you really wanna think through what your community setting is like and make sure that through the interviewing process and and through the hiring process, you're talking about the pace and the rhythm. Next, we wanna talk about what are the different options of care in senior living? Again, this goes towards setting the expectations. So as you start to talk through all the different ways that your community is different, you wanna highlight what part of the health care continuum your community lands in, right? Because somebody who works for you may have skilled nursing experience, they've never been in an independent living. They've never been in assisted living. They don't realize some of the ways that the care and the seniors really are different. So help paint a picture, right? You're starting to show some interest in working at our community, at our facility. Here's where we fall in the care continuum, right? Somebody wants to agent home, they eventually need some care. They move into an independent living again all the way down the line and C C R CS A L skill buildings. These are all things that are important for you to just put into perspective, right? So think about that is, is that part of how you communicate today with prospective hires or new hires even through the on boarding process. Next, you wanna talk about what's new in senior living because let's face it. There's so many options for these folks to now go work, they can drive Uber, they can work at Amazon, they can do this, they can do that. What's new in senior living? I remember when I was young boy, I thought all skilled nursing facilities, these, you know, senior homes, these retirement homes, they all generically fell into one bucket and it was a bunch of seniors sitting around playing bingo. That was my perception. But you, you walk into these communities now talk about exciting, talk about beautiful, talk about all the different things that they work their butts off to provide for the residents that. You've got to make sure you're communicating that on the front end when you're starting to talk to individuals. Right? You've got to build a little bit of excite of excitement and this is your chance to really brag about your community and really help connect with each new hire. If you've got a great garden in the back, make sure you mention that where seniors can do their own gardening. Maybe the person who's getting ready to uh to, to start with you, they're interested in that. They think that's cool. They're, you know, you really wanna pick up as you're starting to describe these new amenities, these new designs, you wanna really pay attention to the body language, right? Think about the things that light up this new hire. If you're talking, you're talking and they're sitting there nodding their head and then you talk about, you know, one aspect of how you provide transportation and it helps seniors really get out into the community or run their errands and they light up. Well, let's stay on that. Let's talk about why that's important. What kind of benefits and independence that provides? Ask them some questions, right? You wanna really cater what your, you know, senior amenities are and talk about that to the individual that you're hiring. Now, this should be designed and laid out and explained in the job posting. That's a bonus tip for you, right? Think about how your job post today. Look Yes, you're gonna mention pay. Yes, you're gonna mention that you provide benefits. Do you talk about the fact that you just remodeled the community? Do you talk about the fact that you've got amenities X Y and Z greater than the uh community down the street? You've got new designs, you've got this, that and the other, these are things that you can talk about early on in the job posting even to attract new talent, right? Because if I've got the choice between two communities in my neighborhood, in one state of the art versus one, that's not. Yeah, I I wanna go work at the nice one, right? It's, it's pretty straightforward. So as you start to go through this, you wanna make sure that you're, you're really clarifying all those different things and talking about them early on. Next. I always like to talk about early on the benefits of senior living because remember these aren't things that you can get working at mcdonald's working at the other places, right? One, you can make a difference, especially young people today. How many folks today care more about the impact that they're having that social awareness that so many young people have it really commendable really? Because they'll sacrifice to know that they're making a difference. So you want to play that up, you wanna talk about flexibility that your community offers, right? Do you have a float pool? Do you have other kinds of ways that you can start with us and hey, we can work with you on your schedule, we can work with you particular hours. It, you know, any kind of flexibility that you can offer. You wanna play that up right early on next, you wanna talk about your team. Now, again, some of these things seem simple, but when I'm getting ready to start a, a new community or a hospital and believe me, I've worked in over 15 hospitals across the us. It's important, right? We have staff that have been here, the average 10 years this long. You know, the person who you're gonna be, uh, shadowing has been here for X amount of time and boy, are they friendly? You know, you wanna play up the fact that these folks are getting to join a team, they're not gonna come in here and be left to the wolves to fend for themselves, right? So you wanna talk about that next, you wanna talk about the companionship that these individuals are gonna acquire with the residents, right? These are things that sometimes go unnoticed and I know that it seems like, hey, you know, we're not paying someone to sit around and be buddies with the residents. But in a way you are, you really want that resident to love the employee. You really want that employee to love the resident because they're gonna treat them like their own and they're gonna really care about the way they deliver that care more so. And so it's very important to talk about the benefits that, that companionship offers and giving someone their dignity. I mean, we've all been there if you, if you're a caregiver and you're on this call, that's one of the greatest benefits is when somebody is vulnerable and you can give them their dignity. And I just have so many fond memories of those days at the bedside where, you know, you go the extra mile and that person just lights up and it, it fills you up. I mean, it's just that simple. So, really great stuff there. The next thing is personal development, right? You all, I guarantee have talked about career ladders, talked about growth, talked about all the stuff that can help your employees get, you know, across the bridge and you're gonna hear me talk about that today. And that's, that's one of the greatest gifts of being a leader is helping somebody across the bridge, right? You see them further along than they see themselves. And that's one of the greatest gifts that you can give them is showing them the path, holding their hand and getting them to the other side. We're gonna stay on that topic here as we keep going. But lastly, I just wanna talk about building relationships. So if you're on boarding doesn't include these different things, if your team doesn't include this kind of, you know, verbiage and not only the job post, but in the initial interview, at least touches on it, then you gotta get better, right? We got to compete on all the, the intangible parts of what the job is because the pay is only gonna get you so far. And I know that all of you on this call don't wanna keep increasing pay, right? So how else can you hook people to get them into your communities, your environments and your workplaces and how can you keep them there longer? Right. Next. I like to talk about the emotional side of the job. So this is the flip flip side of that coin, right? Is you gotta find the right part of the process to start to talk about this. What I don't think is smart is if you wait until somebody's on boarded with you and then you start to lead into, hey, there's some good, the bad and the ugly. I like to be right up front because I feel like if I tell you the warts at the beginning and you're OK with it, well, then you're gonna say, look, he already told me that there's gonna be some tough parts of this but the good parts outweigh the others, right? So I like to explain to them, you're gonna have all these great things that we just talked about, but there's gonna be some tough moments. There's gonna be times when the family member is gonna yell at you because mom didn't get the tray on time. There's gonna be times where the resident might forget who you are because they have something called sundowning syndrome. Right. Or Alzheimer's or dementia. Right. There's things about this job that are tough. We deal with death and dying people unfortunately, expire and die when they're in our, our care. And so at the end of the day, you've got to be up front and you can judge right. What's the right level? But I can tell you that all of your employees are gonna have an oh crap moment. Right. It's that moment when they were so enthused about their job and that this role and that they finally are hired right, the place they wanted to be and then this oh crap moment happens. Right. That I just went through and explained and if they know on the front end that this thing can happen, well, they're not gonna be so caught off guard that they quit because if you paint a picture of sunshine and roses and then all of a sudden it's not that they're gonna say, what the heck are you talking about? You know, you didn't tell me any of this other stuff. We can't be so scared of scaring people away that we don't give them the full picture. I think you've got to be strategic in how you present this. But I do believe it will behoove you if you indeed talk about the good, the bad and the ugly because the more real you are with people, the more, you know, they're gonna believe you. All right, let's keep going. So, who are the residents? Right? Make sure these people who are coming into your workplace, they have an idea again, expectation, right. Meeting this young person where they're at. Hey, our typical resident, 87 year old female, again, senior living statistics, you know, by age group, 74% of our folks are women, 26% are men Nationally speaking. You've got over 800,000 residents across the us and about 38% need some version of support with their ad LS, right? So this is all just very good information on the front end to talk through with these new hires and folks that are interviewing with you. So they've got an idea, right? Who are the folks that you're gonna be taking care of? Because as you start to bring these things to the surface, you'll start to say, oh yeah, I took care of my grandmother, you know, when she was getting older. Oh, great. Tell me about that and they can start to open up, you can start to get to know them and you're gonna again be focused on some of the intangibles, right? The body language. When do they light up? When does that person talk and really get excited about? Wow, this could really be a great fit. How does this align with my goals? Right? And that's what you'll continue to anchor your presentation around your, you know, community values can be anchored to some of those things that you know, are important. Now, what does this mean? This means you can't give a presentation to every single person you see, this means you gotta slow down and you gotta talk to people, you gotta ask better questions, you ask better questions, you get better answers, right? So these are all the things that we want you to do to really get more comfortable as you're starting to interview and on board employees. Ok. All right. So we've talked about senior living. I know we've got some acute care folks on the call and so we're gonna go a little bit faster about these through these, but we are still gonna touch on many of the same things. And again, there's a lot of unique aspects that hospitals have ver long term care in senior living, right? The hospital units greatly differ and when I was a traveler, as you all probably know I was the first one getting floated. So tonight, I'm in cardiac tomorrow, I'm in neuro the next day. It's me and right. So the pace, the rhythm that the hospital units offer is greatly different, right? Some units have AIDS, some units don't, some units, you know, you've got six patients, some units, you got two, right? So they just vary, right? What's the pace? What's the rhythm? These are things that you wanna bring up early because especially in the hospital where you're interviewing, if you get an interesting candidate who comes in for a job in an O B department. But in actuality, after talking to them about the pace and rhythm, you learn. Geez, this person, they like excitement. They might be a better fit in. Er, well, we don't want that person to go down the street because you don't have an, er, option. You wanna get to know them and then you wanna help facilitate, do we need somebody down there because were short staffed everywhere, right? But just filling them in a gap without them understanding what exactly that role is gonna look like from a pace and rhythm standpoint is the wrong thing to do because what's gonna happen, they're gonna get there and go. I don't like this. It's too boring. I need more excitement. I need more action. Right. That was the way I was, I always liked the IC US because it was busy, it was fast paced, it was technical, it was challenging, right. Really sick people and that's how you gotta make sure that you're interviewing and establishing enough rapport that people will be honest with you. So you can direct them right to the right unit and all the options of care in the hospital that you all know. I don't need to talk to each one of these. They're very different, right. Um, there's the IC us, there's O R s, there's preops rehabs, etcetera. So helping these people understand what are, what is the flow of how patients move through the hospital? First, they come into the er, then they're established and you know, determined to go to either the IC U or to a step down or this or that. Right. So helping understand where the unit you're hiring people for. Where does that fall in the overall landscape of the hospital? Right? Ok. Next and almost done with the acute care section are the benefits of the hospital, right? So what are the benefits of somebody who can work in a hospital versus somebody who is working in senior living? Right. Well, the benefits is, again, you can make a difference next lucrative wages, right? Sometimes oftentimes the hospitals can pay a little bit more than, uh than senior living. And that's a huge advantage. So you wanna play that up if you're in the hospital sector, you know, better pay than any senior living. Here's the numbers, right? Uh Next, the team, we've talked about the team. Next, expanding job opportunities in hospital settings. There's a few more disciplines, right? You can be AC N A, you can be a med tech, you can be a sitter, you can keep growing your career to be an LP, right? We're not always in senior living. Do you have quite as many different job opportunities? Uh, oftentimes hospitals have been very good at rolling out in house wellness programs. I've worked at some places where that's a huge deal. So if your hospital has those things, even if your senior living community has those things, you wanna play those up, right? You don't wanna wait till the end to, to talk about those things. You gotta talk about them. Boom, right at the beginning because all these intangibles are the things that are gonna attract your workers. Right? It's not just the pay next variety in your daily work, right? That's huge. I love that in the hospital is every single day is different, different patients, different issues, different, this different, that right. Senior living doesn't quite have as much variety, right? Same resonance every single day and building relationships, right? You get to work so closely with the intensivist and the, you know, the LP N s and the R N s and the N P s and the, you know, everybody, there's so many people in the hospital you get to, to build some great relationships. And I can still think to this day, even though I'm away from the bedside that I just have so many great relationships from people I've met. OK. So we've talked about some of the things that you can do before you hire right before you even accept them into your company. Let's make sure to paint a picture right of the landscape. What's the expectation? How's it different? How's it better? Make sure you're putting those things in your job post, make sure that you're including them on the first call. The second call going slow asking good questions, getting them to open up about the things that are important to them so you can tailor your communication to meet those needs. Right? I heard this said one time around a realtor and the realtor said, you know, as I talked to a couple who's buying a home and we walked through and the we'll say the wife in this case sees this huge walk in closet and the realtor realized that he wasn't selling a house, he was selling a closet that came with the house and he would go back to wow, this closet and wow, this and think of all the stuff and, and that's the concept of what we're doing here, right? You're selling the most attractive features of what your community hospital, et cetera offers that relate to each individual and what's important to them. So that's why it can't be canned, right? You've gotta go slow to get to know each of these people. So you can then tailor your communication to them and that's hard to do, right? It takes time, it takes practice, it takes not having a million things on your plate, which come on. Of course, we got a million things on the plate. I know you do. But you know what you've got prioritize this thing because nothing right now is more important than staffing and retention. Ok. All right. So we've went through the initial part, the things that you've got to do as you're starting to put out job posts as you're starting to have conversations. And now we're gonna transition to really more through the 1st 90 days, right? Things that you have to do to keep that employee through the 1st 90 days. Right. Hiring them, training them and really engaging them for success. So let's jump right in, right? And these are gonna be more broad. So it's not so much things around your exact community, um that are community specific. These are more generally speaking, right? So we're gonna pause here and this is a, a private survey. So we're not gonna ask for results on a piece of paper right in front of you. I want you to pick up a pen and I want you to write either the letter Y or the letter no or N, excuse me. Y is for yes, N is for no. So to yourself right now on a piece of paper, what I want you to do is pick up your pen. And I'm gonna ask you a question. I want you to say it's binary, yes or no. Do you think your organization's on boarding process is dialed in? Right? Is it dialed in? Is it like rock solid man? This thing, we went to all the classes, we went to all the training. This thing is dialed in is it? Is it? Yes. Is it? No, I want you to just keep that to yourself because you've got to be objective, right? My goal is that you have a takeaway or two and you go back to your team and say, Hey, I've got an idea. Let's try it. Right. If we can get 10% better, let's try it. And the landscape and the employees are changing. So, how's your organization changing? Right. What are the key drivers of turnover today in 2023? We're already in the March. I keep thinking, jeez, it's gonna be no time. We'll be in the summer. We'll be halfway through the year already. Right? The landscape is changing. There's wrong expe expectations, right? That drive turnover, there's poor training, there's poor on boarding and then there's inadequate support. And I get what you're saying, you're saying, Vince, we're doing our best. We don't have the staff to do the things that we would want to do because guess what? We are a top organization, we do work our butts off to make sure that we've got this thing dialed in. But There's shortfalls, there's cracks, right. There's ways that you can get better and these are just great knowledge, right? To have it boiled right to the surface for you about key drivers of turnover. So, ask yourself objectively, are you setting great expectations? Is there any room for improvement around your on boarding? And how do you support this person through the 1st 90 days. Right? So let's keep going. So let's talk about what do employees love about health care? Right. First, is the satisfaction they get from their service. Right. We told a story earlier about, about how that giving someone their dignity is just so fulfilling. I believe that wholeheartedly that most of the staff with you, they're not there because they think they're gonna get rich, they're there because they get so much satisfaction from the service and the great people that you all have on your team. So let's make sure we're acknowledging that right next. What are other things being that resident and patient advocate kind of goes hand in hand. Next is the joy and fulfillment that they get from successfully handling difficult situations. And we're gonna bring that full circle here in just a little bit around difficult situations because I think it's a great interview question. Think it's a great way to ask somebody about ways that they've handled those situations. We'll come back to that and lastly is positive examples of crafting. So you'll say Vince, what's crafting? Crafting is being allowed to implement quote unquote their approach to the care that they deliver. Now, let me slow down before the alarm bells start ringing. Say Vince, we follow every code and we've got surveyors and we can't, we can't allow people to do the care that they want. But in terms of some things you can right this can be allowing your staff to say, well, I like to do all the vitals first. Then do the trays. This is I like to when I go into the room first, we do the vitals. Then I do the the bed bath, then I do the meds, then I do this right. So giving them some autonomy around the way that they craft their care, their approach. I'm not saying, hey, we don't have, you can wash your hands any way you want. Somebody falls, you can pick them up any way you want. I'm not saying that. What I'm saying is, is generally speaking, there's some, there's some room right to let people kind of put their own spin on it. So don't be afraid to do that even though I know it's tough to have a little bit of leash to let them run on. I think that it does indeed give them a positive sense of fulfillment and what they love about their job. All right. So what do we think and know that employees dislike about health care? Right? The first one is they felt disrespected by a manager or they perceive their management as incompetent, right? And everybody's heard the saying people don't leave jobs, they leave bad managers, right? So I'm gonna give you a bonus tip here. Praise specifically, criticize generally. So what does that mean? If I'm talking to my whole group doing a morning huddle and Nancy over there? Did a great job. You bet your, but I wanna call it out, Nancy. Let me just give Nancy a pat on the back. Let's give her a round of applause. She did X Y and Z Amazing. I want everybody to think about what she did and let's go ahead and try and model it right on the flip side is if Nancy did something really crummy and you already spoke with her, you don't want to criticize specifically, you wanna criticize. Generally, guys, I just wanna call something out. We've had a few, you recently, you've done this, we need to make sure that when we're delivering care, we do X Y and Z generally speaking, right? We don't want to call out Nancy because the minute you do, they're gonna feel extreme embarrassment and disrespected because you know, you're, you're calling them out in front of everyone. And so if you're starting to get rumblings from your staff about this manager stinks and this one won't be nice to me and this one I think is doing X Y and Z and that we can't understand it. Take heed to that, right? Don't say well, we haven't been able to find another manager, so we're just gonna have to deal with it. What will happen is that, that resentment will fester and grow, right? And we all know what that will lead to next is unrealistic expectations by management, right? And this is a tough one and I wanna be so empathetic when I say this because I realize you all are dealing with uh more and doing it with less. So whenever you're asking your team to take on more, it, it's, it's tough because the initial job didn't present and uh ask those people to do it. But indeed, it's being asked now and you know, that's understandable, but it's not what people like about health care, right? And there's that unrealistic expectation by management. So ask yourself, is there another way, is there things that we're putting on our staff now that we never used to that are starting to cause rumblings, right? We wanna call those things out, we wanna acknowledge them, we wanna explain why right next is a lack of career path and we're gonna spend a little more time on this, this I think it will be one of the most impactful things that hopefully you have a takeaway around today. And lastly is negative examples of crafting, right? Somebody's trying to put their own spin on things and you're, you're saying that's not how we do it here, you know, instead of saying, you know, why did you do it that way? Do you think it it's more effective? Is there a reason help me understand, right? Is when you just come down on somebody because of the way they did it without really understanding all the different parts, right? All right. So what are some questions that can help you hire staff better, right. What are things that you can ask on the front and that's gonna help you through that first? 90 days first? Why do you wanna work in this industry? Right. You know, you don't need to call this out that. Jeez, there's a million options to help, understand what's important to them. Why did they wanna be here when they could be other places next? What separates you from other C N A s, other nurses, other accountants or managers or whatever the case may be? We wanna get them to talk to you about what they take pride in, right? Why do they love what they do? Why do they care so much next? How do you feel about your last boss? I love this question. Right? Because it's gonna tell you quite a bit, right? Remember, slow down, listen to their tonality, listen to their body language or I should say observe their body language um and try to get a feel right if they really dislike the boss, but they're not gonna sit and bash the boss then that's a great sign, right? If somebody goes, oh jeez, let me tell you about them. They are a real bozo. Well, you know, what do you think they're gonna say about you to their coworker when, as soon as you know, they think you're a bozo, right? So that's a great question. I like to try to work into the hiring next describe a time when you did not get along with a coworker around patient care, right? Because what we're trying to flush out from these questions are when and how did you put the patient first when you didn't agree with the coworker? Because at the end of the day, that doesn't matter, comes back to how indeed you got along um to the patient care. And then last what moment as a health care provider are you most proud of? Right? We wanna hear what they get the most fulfillment out of because if you can say, well, great, you're gonna get a chance to do that all the time here, then you're in a great position. OK? Appreciate everybody staying with me. Now, we're about 30 minutes in. I can tell you we uh got about Not too many more slides left. So I appreciate you staying with me and uh and we're gonna keep going here around ways that you can effectively hire millennials right now. I've got a confession to make and I don't want you all to judge me. uh I gotta admit I'm a millennial. That's right. Vince, my era, I was born right at the very front end of being a millennial. So I didn't get a cell phone until I was 18. I was the last one of all my friends to get one. And uh and I feel like I was that nice blend of getting able to learn technology without it being, you know, the center of my universe. So um I've got a little bit of experience with this because I've now hired folks that are millennials and gen Z and everything else. So some of these things really ring true. But I can tell you firsthand that these are things that you really want to emphasize when you're hiring younger people, right? So first, you know, hiring in advance, right? What I mean by that is painting a picture to the people that you're speaking with as you're hiring them and on boarding them, ok, Mr you know, prospect, you describe working here, jeez. After telling me your story, I could really see you fitting in. Well, I think you'd also get along with, you know, Mario, he's one of our longer standing team members. You guys seem to have a lot in common, right? You're starting to paint a picture to hire that person in advance and explaining to them why they would be a great fit, right? You wanna, you want them to envision working there and from there, we wanna do a five touch rule. So again, this is another part of the hiring portion that kind of bleeds into the um the on boarding, right? Is that five touch rule? So what does that mean? What that means is when somebody inquires about a job that you all post, you wanna have five communications or touches with them as soon as possible, right? Boom, their thing comes through the system. A quick text. Hi Mario. Just saw your application. Would love to talk with you. Seems like you could really do some great things with us. Ok. I'm free now. Great. A quick call. That's the second one. You have a quick conversation. When would you be free to come in? We're gonna need two or three more documents from you. Do you think you could come tomorrow? Right. Boom, boom, boom, boom, quick, right? If they apply and a day goes by two days, go by and then they hear back they've already submitted another 50 applications, right? You were just on the list and you know, not that they don't care about you, but today you gotta try to do it as quick as possible. And I know I'm not telling you anything. You don't know, everybody's heard this philosophy, but are you executing it? Right? Is it dialed in for your team? So first, you know, it's the text, then it's the call, then it's the next interview. Hey, can you fill this thing out uh for us? And we can maybe even have an offer to you by the end of the day, right? Quick, quick, quick, quick, quick, right next, establishing and celebrating quarterly goals. Now, I wanna slow down if there's one thing that this whole talk is gonna deliver and I hope you take away is that if you really wanna build culture, if you really want to build a winning environment where people want to be there, you'll establish and celebrate quarterly goals. OK. Pretty simple. Huh? But are you doing it right? You're not gonna build culture through foosball tables and pizza parties. You build culture by knowing every single one of your employees and knowing what's important to them and helping be the bridge to get them to that goal. That is the underlying principle of how all this thing, all these things work. If you're willing to make that one change, I can assure you you will see a tangible difference. So we're gonna stay on that here in just a little bit and keep talking about it. The last thing is no hr surprises, right? Show those growth opportunities. No hr surprises. Let's make sure that when you tell somebody you're gonna hire them at a certain rate and everything else that they're not getting a letter was saying something different, right? Have your stuff together. Make sure you're not surprising somebody after you told them one thing. So I want you to keep your pen out. We already did the, did you uh is your on boarding dialed in? I want you to right below that again. Write a little Y or write a little N and I want you to ask yourself how many of you or your team set and review quarterly goals with your staff? OK. Right. Take a minute. Y or end quarterly goals with your staff Right. You're just gonna keep this to yourself, right? You're not sharing this with anybody. All right. So why, let's just stay there, right. Why do you want to set quarterly goals with your staff? Well, the first thing is, is we're an immediate gratification society. When you think about it, a youtube video comes up and there's that little box in the corner that will let you skip the ad, right? And it counts down 543. How many do you have your finger right over that button? That the minute it strikes zero, you skip that ad, right? Boom, we want that video now, boom, we want that result. Now I go to the gym. I wanna lose weight yesterday, right? I wanna look good. I wanna feel good But it's not like that in real life. But if you make that yearly review, the only time that that person sees an opportunity to grow or that you get to know them because you really sit down and spend 25 minutes with them, it will feel like eternity. And that's the underlying principle of this is getting to know your people. So you know what's important to them. So how can you engage with millennials and younger people through the hiring process? Right. First is you got to connect with them and you've all heard the whole adage, right? People don't know how much you care until uh they don't care how much, you know, until they know how much you care. And this is tough because people say, well, Vince, I can't be super friendly with each person because what if, then I have to let someone go. What if, then I have to discipline someone? Well, you're right. That's challenging. That is difficult. But it's very tough to connect with somebody if you won't let down your guard. And the easiest way to do that is to tell them your story, right? You know, before we go much further as you're getting ready to get on board with us, I, I thought it'd be a good time for me to tell you how I got started. You know, this was important to me. This happened to me. I got my degree. I worked really hard. I had a really great mentor, right? I could see you having a scenario like that. I see a lot of those traits in you, you know, but this is why I did it because I care not that I'm gonna sit here and be super friendly with them. But boy, if I tell you my story, I guarantee there's gonna be parts that you can relate to and vice versa. So I'd love to hear your story. You know, why do you wanna be here? You know what makes you different than other C N A s? Tell me about it. I wanna hear about it. I care about the things you're gonna say, right? That feels different when somebody cares, you can feel it. Right. So those are the things that you have to do. The underlying principle you have to do to hire better is you gotta be a little vulnerable, you gotta tell your story, you gotta let people know how much you care. So they'll care how much you know. Right next, you wanna look beyond the resume because nowadays young people aren't gonna go work at that job and stay 20 years and get the, you know, all the benefits that the older, older crowds used to always get next. Right? So it requires you to keep an open mind about job hopping. Right? Again, ask better questions. What happened there? I see you're only there. Six months. Can you tell me why? Right. If you already assume jeez, they were at three places in three years. I don't wanna hire this person. They're gonna just take their sign on bonus and leave and maybe they will, right? But if you can ask better questions about what's happened, maybe get to know them a little bit, maybe understand why this or why that it's gonna play a part next. You wanna emphasize that meaningful work and we wanna remember their needs, right? Pretty straightforward. All right. So let's keep going. Oops, clicked one too many times. Um The next thing we wanna do is talk about the best way to implement your way of doing things, right? So you all at your communities have your own way, right? This is the the south coast way of doing things, right? You're gonna have the own way of doing things that everyone who gets hired into your community are gonna have to learn. Right? Maybe it's around religion, maybe it's around culture, maybe it's around speed of care or a million other things, right? You've got something that you really hang your hat on so you wanna improve and refine your orientation to really reflect those things, right? The other thing you wanna do is provide more site specific training and little micro trainings that you can do. The other thing that you know, at reliance we really think about is trying to shorten the learning. So that way a it's easier to digest, but b you might only take on, you know, a little bit at a time and then you have to come back later. And so when you talk about your way of doing things, you wanna keep those things in mind, right? Am I gonna give you a long hour long presentation around the, you know, the cathedral way of doing things or can I break that into shorter chunks? Can I still hammer home the point without it being an hour? Right? You gotta ask yourself what are ways that you can implement and teach these things that are gonna be more effective. And the long and short is, is using chunking and spiraling chunking is just teaching those things boom, boom, boom, back to back. But in shorter segments and spiraling is showing or teaching that one specific point. But then coming back to it and then later coming back to it, right? And sprinkling it in over time. So it starts to really resonate. And so those are some ways that you can start to improve the different, you know, ways to implement your way of doing things. Now, next, I wanna talk about how millennials learn, right? You've hired somebody, you're trying to on board them, you're trying to get them up to speed but ask yourself right now, are that, is that person you hired? Are they a visual learner, an auditory learner or a kinesthetic learner? I'm curious if anybody here has ever asked themselves that question when you've hired somebody, right? Because if you hire somebody and they say to you, I see what you mean. They're starting to give you clues, right? They're visual. They say, oh, I hear you, right? They're auditory, right? I feel you there. I know how you feel, right? Using words like that starts to, to really bring out how that person learns. But if you're not slowing down, if you're not looking for those clues, then you're gonna keep presenting things in the same standard fashion that you always have without making relevant to each individual that you hire. Right now, I could talk all day about the visual auditory and kinesthetic aspects of how people receive information. I think it's so fascinating. There's psychology and there's a million different things to, to take in. That's a whole another training for a whole another day. And maybe, and I will, will set this up together and have some fun and go a little bit deeper on that topic. But the point is, is trying to get to know each person, right? Making it relevant for them. Not, hey, I gotta get through this whole thing. So I better go quick right next when you're hiring and on boarding and uh everything with millennials, you wanna provide rationale beyond the learning. So if I tell you, hey, we've got to go get everybody's blood sugar this morning, I wanna know why is that? Because something happened with the food and I might have spiked it. Is that because this, that and the other like give me some rationale behind what we're doing. You'll find people will be more receptive right next. Keep the environment relaxed, right? This is tough to do in health care because we're, we're, you know, really held to a high standard. But again, any kind of relaxed environment to help you build rapport with these individuals will go such a long way and you know how they respond to the learning and everything else. All right, a few more things here as we start to wrap up and I hope this got some of the creative juices flowing and you're able to add some questions there at the bottom. If you've had things pop into your mind, hopefully you've written them down or started to add them. We'll have some Q and A here in just a few minutes. Lastly, we're gonna get through these few other slides. There are simple ways to improve employee engagement, right? Make it a strategic uh priority, work on it every single day because it's gonna be less time spent doing that than it is hiring, firing and on boarding the next person, the next person, the next person, right, next, select the right managers and this is tough, right? We'll talk about this in just a second. And then lastly is defining your own engagement goals, defining your team's engagement goals. Is it attending meetings? Is it, you know, responding to chats, you know, setting clear expectations with them? Right? All right. So let's talk about that because, you know, to do all these things, you need good managers and what usually happens in most jobs, right? Someone's really good at their job and then they get hired to be the manager to teach other people how to be good at their job, right? But we all know that those skills don't always translate, right? And so I always tell people take your ego out of it, right? If you wanna be a good manager, it's not about you, it's about the other person that you're, you know, helping get across the bridge, right? You wanna assign a mentor to your managers. We assign mentors to everyone else when they're getting started, but we don't always assign a mentor to the managers we're promoting. So keep that in mind, it could be something to do. And next, I always say being a boss is like a 5050 split. And think of it this way, you take a step, I take a step, you take two steps. I take two steps. If you don't step, I don't step right. Set the expectation with this person that, Hey, if you want more help, you take a step towards me and I'll meet you right there. You want more support. You take two steps to me, I'll take two and meet you. But if you don't step and you operate in your little bubble and you don't come out of your shell to try and get help. Well, then I can't just chase you around and hope that you're gonna do a good job. OK? Right. Last few things here as we start to wrap up, what do employees want from their managers? Right. They wanna be heard. They wanna be appreciated. I remember working at the Cleveland Clinic. I had a great manager who came in early just to walk around from 6 50 to 7 before shift change and ask everyone, how's your night? Go, how's things going for you? Are you OK? Great. Next one. Boom. Right. 10 nurses on the floor, she'd walk around everyone got to feel heard. She'd be there, front and center. Right. That was huge. Next, they want support to be successful, right? They want a challenge that comes with a reward. Remember 90 days, we're gonna have another meeting. I wanna hear how you pursued this over the next 90 days. We're gonna sit down again. Right? And they wanna thank you. Yes, that's simple. But thank you. But it's hard to do, right? It's hard to do. All right, a couple other things. What are some inexpensive perks that you can give your team? Right? Healthy cafeterias, healthy snack machines, right? I say healthy because the doughnuts and all that stuff that ends up in the nursing break rooms, which I love that doesn't give you the most energy, right? Doesn't help with your long term health and making sure you're avoiding being sick and those kinds of things. Next, corporate branded swag. Now, if you're gonna spend money on swag, remember this is marketing that these people are gonna wear on their backs for you. So do this. Don't spend $4 on a T shirt that's uncomfortable. Spend $6 and get a nice one. So the person actually wears it. I've got a whole drawer full of T shirts that are uncomfortable that I might as well throw away because I don't wear them anymore, even though it has something on it that I think is right. Next team bonding events. These are great. These don't have to be expensive. Right. This can be all sorts of stuff and there's loads of different, you know, online resources to give you ideas. Right. Next fitness challenges, fitness classes, this doesn't need to be somebody coming in and lead in yoga. This can be, you know, all sorts of different ways to generate these challenges in classes. And then lastly your career planning sessions again, if you're willing to sit down with that team member every 90 days and say, You know, how do you think you did the last 90 days? What are some things you wanna accomplish the next 90 days? Oh, you're dealing with a difficult family situation. Let's put the progression of the job on the back burner. What can we do to support you there? Do you need a resource? Do you need some extra, this extra that how can we help you? Right. So those planning sessions are so big because we look to wrap up here a couple more things are ways that you can engage your team without spending any money. Now, I know I'm speaking everyone's language, right? Give individual attention, right? One on one, put your arm around, somebody walk with me. Tell me what's going on with you, right? Provide that training, provide that coaching, direct the resources you have internally to help these people. It only happens when you slow down and you listen right next. Getting social again, that manager at the Cleveland Clinic, she'd be in there. She say we're doing a pancake breakfast, right? You know how cheap pancakes are? She'd bring a little griddle, she'd whip them up in the break room. And, you know, it was just a great way to get. Social costs are barely any money. And that's one uh, that even still costs a few bucks, but very little next serve your employees. The best leaders are the people that serve. And I know you all know that I know you take that attitude into your day to day today is how you serve employees, but make it a priority, right? And we've talked about recognize proudly and loudly, right? Praise specifically criticize generally. Ok. Last oops piece here are what engagement ideas maybe you're missing, right? Maybe there's things that you've had today that you can go home and encourage that positive health and wellness. You can work with your employees to set goals, you can meet with them every 90 days and say this is important because I want you to be successful. What's something we can help you with? Right. You actually wanna perfect that on boarding process, right? If you wrote no, that your your on boarding is not dialed in. Think maybe there's a takeaway or two that you can share. Hey, I listened to some guy and he had an idea here, right? And lastly think a fun contest you can do with your employees. So these are all things that you can do that are gonna help improve the ways that you engage your new hires to improve retention, right? And that's what's great about health care is it provides that unique value and a challenge, right? So if you can improve the hiring, the training, the engagement, you can make that impact. That's where we're gonna wrap up again. I super appreciate everyone's time here. Thank you. Thank you. Thank you. Thank you. I wanna go through and make sure we're answering any questions that maybe have come in. Um ok, so gonna try to get through a few of these as we, as we get going, one says, you're saying to make time and a conversation during an interview, I'm told that mile or Millennials expect an immediate offer. They will jump ship for signing bonuses that a big system can offer. It's all about the money. Well, look, everybody across the country is in the same boat. It's all about the money. But when you can't compete on the money, you've gotta win in the other intangible areas and you're not gonna always offer more money than anybody else. It's just the case. So you know you're saying, I'm told that millennials expect an immediate offer. That's where that five touch rule comes in, right? I'm not saying to play games. I'm not saying to hold out and if there is a great fit, yeah, make an offer. But you know, that's effectively what I said is we gotta still get a few things done, right? I can't make an offer until we, you know, do X Y and Z I need you to fill out the form. I need you to answer this couple questions. When are you free for a quick call? Right. We gotta go through and do those things. So again, uh unfortunately, you can't always compete on price. But um but that would be my response there. All right. Next, how would you encourage employees to take a step forward after you've already taken a step by expressing that the company is willing to pay for C M E. This is the bounce of, is the bounce of the generational differences, segments, not all employees seem to get the clue at first. So I think, you know, it's again, Jessica going back to what's important to them. If somebody indicates that they're perfectly content with doing what they're doing, you don't need to push them to, to take this big leap forward. But if you find that when you're talking to them, you're getting to know them that it's important then getting ready and trying to build out different continuing education, different degrees, different career paths. It it's gonna be applicable. It's not gonna be for every single one of your staff, right? But for hopefully a few it is and it is a way that they can go through and start to um achieve what's important to them. So that would be Um That would be my response there. Next uh from Michelle says lots of pearls taken away. Thank you. Thank you. Thank you. Well, thank you Michelle for your time and everyone else who's joined next. How do you get support and buy in from season leaders who don't support these ideas for change? Well, a couple of easy ways are to ask them what their ideas are for change because they're the ones who are being cornered in a sense of taking on more work with less. And trust me, I've been a nurse for a long time. We all know the same nurses eat their young. So the great, the easiest way is to get those nurses to present their ideas, to try to put a system in place that makes those people feel heard and then try to explain to them why you're doing it the way you are. I always bring it back to. Why is it good for the person? Right? If that season nurse is saying, well, I don't think that we should do it that way. You can say, well, look, your job is to do X my job is to do y the reason we're doing why is because I wanna get more staff on the floor so I can give you less patience. Is that something you're in agreement would be good? Is if your load was lighter each day? Yes. Ok. So why is it good for that person? I wanna kind of bring it full circle for why is it good for this person? Again, these aren't easy. I don't want in any way. Think like I'm giving you a silver bullet, you snap your finger and these are easy. These are hard. Right. But again, that would be my approach. All right, a couple more here we'll try to tackle. I know we're closing in on time. I wanna be respectful of everyone's time. Most of the employees expect to raise after 90 days. Is this to be expected these days? You know, I think most employees would love a raise every 90 days, right? Maybe you say that there's deferred earnings that can be received after 90 days. Um I can't speak to like is this expected? Um I think that there should be milestones. I think that those are great ways. Again, there's some other benefits that maybe you could say after your 1st 90 days, you're gonna get a small raise. After your 2nd 90 days, you're gonna be allowed to enter our 401k match after your 3rd 90 days. You're gonna get the opportunity to become a leader, which then comes with an extra uh, monetary gain, right? So you're almost pushing them that sure we'll meet you half way, but we need you to take a step, right? You take a step and I take a step, you take two steps. I take two steps. This is not easy. I don't know what market you're in, I don't know how your pay already compares if you already pay more than everybody else in the area. Well, given a raise might not be needed because there aren't any options of better pay. If you pay less, then again you're on the flip side and you've gotta be creative. But again, work with your hr department to find out what does it cost us to turn over an employee? I can tell you in senior living to turn over AC N A. It cost anywhere from about 3 to $6000. So if you'll stay with us an extra 90 days, sure, I'll give you 1000 bucks, you stay with us another 90 days, I'll give you another 500 another 90 days, another 500 another 90 days, another 1000. So I've now incentivize you with that 3000 that is gonna take me anyway. But now I've got an employee that's got some benchmarks. It gives me something great to point to for our quarterly goals is cheaper than replacing them. And now I got more, you know, synergy on the floor because of folks who've been there longer. With that being said, I appreciate everyone's time. And if we didn't get your question and do our best to respond to you individually, I wanna hand it back to the team for any final thoughts they have and we hope that you'll talk with your reps around more ways that we can supply you with learning and documentation to help further your goals and increase your retention with employees you on board. Thanks again so much for your time. All the best. Thank you so much. What a wonderful informative presentation. Um Thank you to all of you for attending today's webinar. Please take a moment to review our disclaimers and we also invite you to view our upcoming webinars by visiting our website M MS dot dot com slash educational dash webinars. In closing. I'd once again like to thank Vince for sharing his expertise with us today and all of you for attending. Have a great day.