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

2. NNHQCC Change Package
This webinar applies to Strategy Two: Recruit and Retain Quality Staff in the National Nursing Home Quality Care Collaborative Change Package
content/uploads/2015/03/C2_Change_Packag e_ _508.pdf

3. 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

4. Countryside is a 108 bed skilled facility.
John Sr. purchased the facility from his brother in 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

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

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

7. 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

8. Seek Feedback
Monitor
Implement Changes as Needed

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

10. Questions?

11. 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-C