I love Chipotle. What makes the burrito purveyor so great? The real secret might be how it grooms and retains its managers — it's an approach long-term care leaders might do well to study.
How can we make sure we don't have registered sex offenders working or volunteering for us? What if they lie to us about it?
Employers often use correspondence bias when hiring, with potentially negative results, a study has found.
For all of our talk about the need for retention in long-term care, let's be honest: It can be thrilling for caregivers to land a new job, and can be equally exciting to announce someone is coming to your organization.
'Pay attention: Retention pays' was the title of the latest in a series of free McKnight's webcasts for long-term care professionals. The hour-long event was broadcast live Aug. 28 and is available for a year via the McKnight's online archive. Lead presenters were Shelly Szarek-Skodny, the president and CEO of Legacy Business Partners, and Mark Woodka, the CEO of OnShift Software. They addressed staffing strategies critical for minimizing turnover and retaining good employees, a route to better outcomes, higher occupancy, increased resident satisfaction — and a healthier bottom line.
The holy grail of long-term care hiring would have to be the ability to divine in advance who will end up becoming a personnel liability and workplace nightmare. Most providers try to do that with a combination of intuition, hypnosis, polygraphs, frisking and background checks.
Lots of research would have you believe that recruiting compassionate, qualified nursing home workers in small, rural towns is a difficult task — or at least harder than in large cities. Not necessarily so.
I think we might have caught some of you sleeping not long ago. That's the only way I can explain what happened - or should I say what did NOT happen.
Hiring smartly and developing a high-quality workforce were the subjects of a McKnight's webcast held today.