Author: MDSadmin

Are your employees working up to their full potential or just barely meeting minimum expectations? Are you seeing a decline in resident satisfaction? Are operations just not up to par and not sure why? One issue you need to investigate is communication. Are goals and decisions getting communicated effectively and completely to those down the line? Can your front-line employees restate these decisions and goals as well as how/why they apply to them?

The decisions made at the top are important but they will not matter much if they are not conveyed thoroughly and the actions of those employees on the “front lines” are not consistent with those decisions. Upper management must clearly communicate goals, missions, and reasons behind decisions that affect employees.

Remember that childhood game “telephone”? You start with a sentence and whisper it in the ear of the person next to you and continue this process down a line of people. By the time the sentence reaches the last person, the sentence is nothing like it started out to be. Sadly, this is exactly how messages from top-level executives are conveyed; from executive to manager to supervisor to employee. By the time it reaches the employee it is not always what it started out to be.

Make sure your avenues of communication are specific, preferably written, with the same message being passed down through the ranks. Also, make sure everyone understands how these decisions affect their job and how their job performance affects the organization. Are certain changes being implemented due to new industry regulations, budgetary constraints, or for a short period of evaluation? Changes made without a reasonable explanation lead some employees to think “what are those guys upstairs thinking?” and those employees are less likely to buy into whatever changes have been instituted.

Employees need to be invested. Do they know your organization’s mission and how that plays into their job…and how that enables them to keep their job? Do they realize how they speak to or interact with people affects that mission? Do they realize as an employee, they can lose business or money for the organization and in turn lose their jobs? Employees need to know how these things affect THEM, not only how it benefits the company.

Another huge barrier to effective communication is when employees report to more than one supervisor or manager. This can be complicated when each supervisor has different priorities. Make sure priorities and tasks are consistent for each employee and there is not a conflict of “whose requests should I make a priority.” This is where clear communication of job descriptions and expectations merge with clear lines of chains of command. And most importantly, anyone in a position of authority over other employees, supervisors or managers should embrace an “open door” policy. Sound like a cliché? Well, clichés are clichés for a reason.

Being accessible to both those above and below you can enhance the flow of information, help those with questions clarify directives and promote closer working relationships. Take the time to refine your channels of communication today to prevent misunderstandings tomorrow.

All of us here at

Moore Diversified Services

wish you a fun and safe 4th!

 

Mark This Date: July 23, 2014

Aging Services of Minnesota

2014 Senior Living NOW! Conference

Jim will be delivering the Opening Keynote  Address and also conducting a breakout session.

Opening Keynote Address

“Top Ten Priorities for Senior Living Success in 2014…& Beyond”

Jim will present these priorities from two very important perspective:

1. Increasing the Success of Existing Operations

and

2. Avoiding the Significant Challenges That Face Our Industry Today

Jim will be discussing today’s Senior living and health care challenges and offer practical solutions and specific success strategies.

1.    Increasing Resident Age and High Acuity 2.    Aging Physical Plants 3.    Capital Expenditures 4.    The Expanding Seamless Continuum 5.    Sustaining Optimum Operations

6.    Senior Consumer Affordability 7.    Information Technology 8.    Increasing Value 9.    Risk Management 10.Putting It All Together

Breakout Session

Ready . . . Set . . . Success – Strategies for a Brighter Future

Jim Moore’s keynote address will provide an overview of the top ten specific priorities Senior living operators must successful address in 2014 . . . & beyond.  In this interactive workshop, Jim will place emphasis on three top priorities that will be addressed in detail. He will also describe key attributes of other top Senior living priorities. Specific practical strategies will be provided; many with step-by-step execution procedures.  Ample time will be provided to answer specific questions of attendees.

The top three priorities to be addressed include 1) quality of care, 2) increasing value and 3) risk management.

Location: Brooklyn Center, MN

For more information: agingservicesmn.org

Ok, so that may be overstated as I did learn a few things in college.  But recently I attended a football meeting for parents and students entering high school and was quite surprised (and pleased) with what I heard.  While I was expecting introductions to the coaches, talks about dedication and hard work what I did not expect was a talk that had nothing to do with football, at least not directly.  The coaches gathered these incoming players and addressed them as students. They talked about grades, class attendance, behavior in class, and academic expectations.  Their point was “if you don’t do well in school, you will not be playing football.”  Now if you know anything about football and Texas, you know how serious that statement is!

Now on a personal note, I loved the fact the coaches held this meeting and what they focused on.  There were a few things I have stressed to my kids previously, but as you know, it always makes more sense and has more validity when coming from another source.  So, hopefully I am “that other source” for you.  Here are some really basic and simple things that can help you focus, improve, advance or just get noticed by your supervisor/boss.  Because as much as we might not like to think it, next to performance, image can be everything.  If you are equally talented and perform the job equally as another employee, the one with the “stand-out” image will get the raise, the promotion, that one spot on the management training team.

Here is what the coaches told the incoming football players and how it can be applied to us in business:

• “Always be on time. This cannot be over emphasized.  Nothing causes a teacher to turn off on a student faster than late arrival.” – This is really self-explanatory!  Be on time to work, meetings, work lunches and dinners, and any work related event. In fact, try to arrive a bit early so you can be sure you are ready and prepared. Your supervisor/boss/client notices!
• “Zero absences; Always be in class” – Make every effort to be at work every day.  Obviously, there will be times you should avoid work, such as when you have a communicable illness (giving all your coworkers the flu will definitely get you noticed, but not in a good way!) but just having the sniffles from allergies or tired from staying up too late the night before should not keep you from work.
• “Remember that in a classroom the teacher is the absolute authority, so follow his/her rules and show respect at all times.  Be a leader in the classroom!” – The fact is you will probably not like every single supervisor/boss/client you will work under or with.  You may have a conflict of personalities, conflict of work styles, or disagree on any number of issues. But, you should treat them all the same; with respect. Be a leader in your department, not a divisive element. (I will say, this does not apply when asked to do anything illegal, immoral or unethical.  In those instances, you will need to take a stand, a respectful stand, but a stand none the less.)
• “Make sure that you turn in all of your assigned work, on time and fully completed.  With proper planning you will get everything done in all your classes.” – There will be times when you get overwhelmed with everything you have to get done for work.  And at that moment you will probably get assigned yet one more task your boss wants done ASAP. (Yeah, you know what I am talking about!) Don’t panic! It can be done. Here we apply one of the oldest strategies in the book; break it down! You need to break down each job into priority, steps and deadlines.  Looking at your projects as a whole can at times be overwhelming and actually paralyzing where you get nothing done.  But if you only have one small step to focus on it becomes very doable.
• “Sit on the front row. People on the first row tend to get more attention than further back.” – While you may not have a “front row” at work, make yourself noticeable. Arrive early (see first item above), volunteer for assignments, help co-workers, engage in voluntary continuing education and training to not only improve your own performance but to show interest in your job. When an opportunity arises at work, you want your name to be the first one your boss thinks of.
• “Answer every single question, don’t leave blanks.” “Proof read your test.” “Written work is a game of comparison. Make your paper one of the best in the class.” “Make extra credit mandatory. It may mean the difference between passing and failing, or it could be the difference between an ‘A” or a ‘B’.” “Make your work neat and presentable because appearance raises grades.” – Bottom line; your work is a reflection of you.  If it is sloppy or incomplete that is how you will be perceived.  Make it outstanding, make it noticeable, and give it value. That could mean do a little more research to add a new element, add visually appealing charts or graphics, or make sure your copy is easy to read yet still professional.  If you think you do not have the skills to do this, there are so many classes available to help. Look into local community classes or continuing education classes at a local university or community college.  Many of these are available online so scheduling is not an issue.
• “Education is the key to success and the fulfillment of life.” “We don’t want you to be the first generation of Americans that do not progress and improve the quality of life.” – No matter where you are in life, early 20’s, late 50’s, first job or top level executive, we hope education will be ongoing for the rest of your life.  This will benefit you not only professionally but personally as well.  This can mean pursuing a higher degree, participating in continuing education in your field of study, taking cooking or art classes totally not related to your job or simply reading/listening to personal development materials daily.  Please do not ever stop learning. These strategies benefit you in keeping your mind active, your ideas and creativity fresh and help keep your motivation strong. (We totally promote personal development! Look for our previous blogs for recommended reading or contact us for a list of authors/titles to start your journey.)

Final statement: “Just do it!! Getting an education does require work…you can do it if you apply yourself?” – Again, this applies to education, your first job, that promotion you want or ANY goal you have set for yourself.  And the key here is “goal”, you must set goals so you know what you are working for.  As we continue this journey, we will help you as an employee or help you help your employees if you are a manager/supervisor achieve more.

While labor expenses, that is your employees, are one of the largest expenses you will manage, we are here to help you get the most form every labor dollar you spend.  Don’t just focus on reducing expenses, focus on getting the most from your employees.

Thanks to Coach Lineweaver of the Trinity Trojans for this inspired advice and football program.

Moore Diversified Services, Inc. – Balancing Care and Business; MDS helps you take care of business so you can take care of your residents.

by Kim Jimenez

There is very little that gets done in any business that is not a team effort.  Whether you work with other employees, other businesses, or just technology (yes, there are people behind that technology) you must deal with other people.  So one of the most important concepts we can learn is TEAMWORK.  Sounds simple enough, right? 

Whenever you put a team of people or businesses together, there is always a potential for smooth sailing and great success or conflict and less than desired results. More than likely, it will be a combination of both.  You must meld different ideas, different motives, and different personalities to become one cohesive group.  While this topic could fill a book, actually it fills many books, we will touch on just a few of the necessary skills needed for successful teamwork.

Communication – This is one of the most important skills you can have in business and in life.  Good communication can clarify goals, motivate teammates, keep projects from stalling and prevent many conflicts based on misunderstanding.  It is necessary for teams to communicate frequently, clearly and in detail so the entire group has the same understanding; being on the same page.

Collaboration – Groups must work together with everyone contributing to the project.  If all the work is done by one person it is no longer a group effort.  Frequent checks and updates, whether in person or via technology, will assure everyone is doing their part and on task.

Conflict Management – As we said, when you put various personalities together there is always the potential for conflict and disagreements.  Knowing how to diffuse a situation or better yet prevent it, will go a long way to a successful team effort.  Don’t ignore little signs of frustration or aggravation as those can grow over the duration of the project and could erupt at a very inopportune time.  So we refer you back to the first item, communication; imperative to a successful group effort.

Celebration – Once the project is completed and you can all breathe a collective sigh of relief, take some time to celebrate your accomplishment TOGETHER.  Whether that means a dinner out together or just a celebratory coffee in the break room, make sure everyone is acknowledged for their contribution and that TOGETHER your team accomplished what they set out to do.  If there is a good chance you will be working with these teammates again, it’s best to end on a good note!

Teams are extremely useful for the same reasons they are challenging; different views, different talents, different personalities.  All these differences make a project dynamic and one of a kind, don’t let them be a destructive force.  But as long as you are prepared, these challenges can be turned into great opportunities.

by Kim Jimenez

The reason we tend to find things like this funny is because we can see the reality in them! Do we over complicate things? Do we feel the need to make things so detailed we miss the overall goal or mission?

A saying that comes to mind that would apply here and to many situations is K.I.S.S. (Keep It Simple, Stupid…or the politically correct Keep It Simple, Silly!)  Another form of this is Keep It Short and Simple.  Although some situations are no doubt very complicated, the most beneficial thing you can do is try to simplify it the best you can and certainly do not complicate already simply issues.  This can apply to business plans, customer issues, setting goals, deciding your mission and so much more.  So next time you are faced with an obstacle, issue or decision, make it an opportunity to embrace it and K.I.S.S.

by Kim Jimenez

With recent events all over the nation, paralyzing ice storms in the east, tornados in the Midwest, fires and mudslides in the west, we can’t help but say once again: Do you have emergency plans and processes in written form? Has your staff, your entire staff, been trained?

We cannot emphasize enough the need for disaster planning/emergency preparedness and related training.  Even if you have the best thought-out plans sitting in that binder on the shelf, those plans will fail if they are not conveyed to all levels of staff.  Even if a community’s upper management/administration knows what to do, they may not be on site during said emergency.

• How practical are your plans?
• Are your plans accessible and executable? A written plan that can’t be executed is worthless!
• Can these plans be executed rapidly, efficiently and effectively?
• Have you given your entire staff ample opportunity to review, practice, clarify or ask questions about your emergency procedures?

A Plan No One Knows Is Really No Plan At All

In regards to this last item; let us again underscore the need to convey plans to your employees, train them, train them some more and schedule periodic training and review of these plans.  Yearly is a good place to start according to OSHA but we would recommend more frequently as your employees don’t just have to get themselves out of harm’s way, but must know without hesitation how to assist your residents.  As with anything else, the more everyone is exposed to these plans the more likely they will be successfully and effectively implemented.  There will also be a need to address some of your standard policies when facing an emergency.  Some policies, which may be pretty straight forward on a typical day, may need a different interpretation during an emergency; different scenarios may require different responses regarding a stated procedure or policy.  In an emergency, there may not be time to question and clarify; staff will need to take immediate action without delay.

One Plan Will Not Fit All Situations

What are some events you need to plan for?

• Medical Emergency
• Fire
• Flood
• Tornado
• Hurricane
• Electricity failure
• Running water/hot water failure
• Intruder on premises
• Acts of violence
• Hazardous materials spill
• Evacuation by authorities
•  Missing resident

These are just a few of the scenarios you need to consider.

Have you considered different variables to these situations: various times of day (where are your residents? In their rooms sleeping, gathered in the dining room, etc.) Consider varying levels of staff on site (day shift, night shift, weekends, etc.).  What are your plans to ensure operation of resident equipment and ample supply of medications?

And keep in mind, if your community is experiencing a natural or other unexpected disaster or situation, your employees are more than likely experiencing the same thing.  Your employees homes may be flooding, downed trees and power lines may prohibit them from getting to your community, they may be tending to young children if local schools have been affected as well.  Consider this when making your plans, and your alternate plans.  Yes, you may need alternate plans in addition to your master plan. 

So Many Questions!

How about technology concerns; have you backed up all your records and information to an off-site location? Be it a paid service or a server provided by your parent company, as long as it is far removed from your location, make sure this is done.  Events such as tornadoes, floods and fire can wipe out all your paper and computer files on site.

Is your contact information current and correct? You will need more than just 911. Contact info needs to include emergency responders, utility companies, staff, resident families, corporate contacts, insurance representative to begin with.

What about the aftermath of emergencies? Do you have a plan for recovery?  Do you have ample insurance to cover any and all types of emergencies/disasters? Have you reviewed and updated your policies lately?

All this may sound overwhelming because of its scope and importance.  There are many resources available to help you update or form your emergency preparedness/disaster plan.  Many states and/or state organizations have templates that conform to their state specific regulations, industry associations have guidelines and many private companies offer their services in helping you prepare a plan of action. 

Here are just a few resources to review:

Emergency Preparedness Tool Kit from ALFA.org

Updating Your Disaster Plan from LeadingAge.org

Department of Labor; Occupational Safety & Health Administration (OSHA)

by Roy Barker, Director – Special Projects

Your individual “Quits Rate” can actually tell you a lot about the operations of your community and also the sentiment of your workforce.  The “quits rate” is a measurement published by the U.S. Labor department that indicates how many employees voluntarily quit their job.  The published rate can provide some insight on the overall job market, employee sentiment, and the economy.

For years the published unemployment rate was used to gain insight in to these area.  Today the calculation has gotten so murky with who is being counted and who isn’t, it does not give a clear image of the employment and economic pictures.

“Quits rates” can give us some insight into the confidence of workers to change jobs.  In tight economic times when there are fewer job openings, the quits rate will drop because workers are more concerned about hanging on to the job they have due to fewer available jobs and the uncertainty of leaving their current one.  Whereas, when the economy is expanding and there are plenty of jobs available for workers to move around, the quits rate will trend higher because workers are more confident about moving to different jobs and even other fields.

The published “Quits rate” for January 2014 was 1.7%, meaning 2.38 million workers voluntarily quit their jobs in January.  The rate hit a low of 1.3% in 2009 and has risen ever so slightly.  For the years 2000 – 2007 they averaged around 2.1%. 

A Wednesday, April 2, 2014, Bloomberg article: Yellen Jobs Dashboard Shows Rate Rise Far on Horizon: Economy, says that of the nine labor market indicators that new Federal Reserve Chairwoman Janet Yellen looks at, only two have returned to pre-recession levels.  So while it is unclear exactly when we will see this upturn in the economy, it will happen, but this forewarning of things to come should give forward thinking operators time to implement programs to increase retention rates. 

There are definite measurable monetary costs associated with turnover.  The average cost to turnover a $10 an hour employee is between $4,000 and $6,000 dollars, some estimates put it as high as $10,000.  For middle managers the cost can be up to 150% of their yearly salary and executives up to 200% of their yearly salaries.

What does all this have to do with the senior living industry and your community?  The sentiment is that there is pent up employee turnover that will begin to manifest itself when the economy begins to show improvement, and this could drive your employee turnover rate even higher than it already is.

In addition, the above figures do not take into account the non-monetary cost, like stress on residents and their families from seeing a stream of different caregivers and managers. There is also the stress it adds to employees left to cover open shifts and take on an increased workload just to name a few.  These can lead to poor service, satisfaction surveys, reportable incidents, and less than good reviews.

Employee turnover is a very costly proposition and must be dealt with.  While “cost creep” is the silent income statement killer in senior living, employee turnover is the daunting, sickening sound that will not go away. A 2013 Career Builder   survey of 5,500 found that 77% of “full-time employed workers are open to or actively looking for new job opportunities.” It’s like the runaway locomotive that is loud and scary, but is expected, so everyone just moves out of the way.  The unfortunate fact is that while there are strategies to slow it down and minimize the damage, most still get ran over by it.

A recent Paycom survey said the 94% of voluntary employee separations come from “push” reasons and not “pull”.  Meaning something within the existing organization triggered the employee to want to leave, not an offer from another company.  This means that employers can control a large amount their employee turnover. 

Now is the time to take a look at your current employee turnover rates.  While some turnover is necessary and healthy, don’t let unnecessary employee turnover sour your communities culture while draining your earnings and cash flow.