Staff Retention from an Independent Owner’s Perspective Karen Hinkle, NHA

NNHQCC Change Package This webinar applies to Strategy Two: Recruit and Retain Quality Staff in the National Nursing Home Quality Care Collaborative Change Package https://www.lsqin.org/wp- content/uploads/2015/03/C2_Change_Packag e_20170425_508.pdf

Objectives Understand the impact of demographics and labor market on CNA/Nurses recruitment and retention Learn about alternative employee incentives/benefits that promote satisfaction/retention

Countryside is a 108 bed skilled facility. John Sr. purchased the facility from his brother in 1982. Started out as a 59 bed SNF. A 20 bed secured memory care unit was added and then added more beds in 2008 to become 108 beds. Jackson has a lot of competition - 7 SNF’s, hospital, LTACH, lots of retail and restaurants, numerous assisted living facilities

Who are your customers? Residents, family, staff Listening, being available, validation Culture changes Retain before you recruit Review your training program

Employee benefits - not always about pay Flexible hours Respect/friendly environment Empowerment/ability for promotions Lead by example Let them be heard

Staff Longevity - 41 staff over 5 years, 21 staff over 10 years, 13 over 20 years Asked staff why they are still here: Feel part of the team Feel appreciated, can talk to my supervisor, they listen and help to resolve issues, encourage input Great atmosphere - came here as current employees told them it was a great place to work

Seek Feedback Monitor Implement Changes as Needed

Karen Hinkle, NHA Administrator Countryside Care Center khinkle@gantons.com

Questions?

Thank you! Follow us online @LakeSuperiorQIN This material was prepared by the Lake Superior Quality Innovation Network, under contract with the Centers for Medicare & Medicaid Services (CMS), an agency of the U.S. Department of Health and Human Services. The materials do not necessarily reflect CMS policy. 11SOW-MI-C2-17-87 052617