By Bradley Harris, CEO and founder, Bradley Harris & Associates
The seniors housing industry has always faced challenges in both recruiting and retaining top talent, particularly among front-line staff such as caregivers, nurses, mid-management and similar roles. But now the labor market is tightening and — as the number of seniors requiring care continues to skyrocket —recruitment and retention has become a top concern in the industry.
Population Growth Fuels Labor Demand
According to the U.S. Bureau of Labor Statistics, the job outlook for personal care aides between 2014 and 2024 is expected to be 26 percent, much faster than average growth rates across other occupations. In 2014, personal care aides held 1.8 million jobs, most of them in clients’ homes, small group homes or larger care communities.
A May 2014 report from the U.S. Census Bureau reported that by 2050, the population of adults age 65 and older is projected to be 83.7 million, more than double the estimated population of 43.1 million in 2012. Coupled with longer life expectancies, these figures paint a picture of the rising number of elders who will be moving to senior living communities in the coming years. This is known as the Silver Tsunami.
Consider this: Just over half of all residents in residential care are over the age of 85. Survivorship rates, at the same time, are rising, with an average survivorship rate of 6.5 years for an adult turning 85 years old, a number that rose from 5.5 years in 1972.
Operators Face Recruitment Challenges
High turnover rates have always been a challenge for senior living providers, ranging between 21 percent and 135 percent, with the average estimated around 42 percent. Turnover is costly for senior living providers, with the cost to recruit and train a new employee estimated at approximately 25 percent of the employee’s annual salary.
While these figures are alarming, they’re just numbers. They don’t even address the challenges that arise as a result of high turnover rates, such as the inconsistency in resident care and the sudden loss of relationships that residents and families build with staff members.
One of the most obvious keys to recruiting success is to nurture your current team in place, and build a strong relationship between the employer and employee.
The elder care industry is one that is growing, and lends itself to a huge career opportunity from the entry level. Loyal employees are less likely to leave, particularly when given opportunities for growth and advancement that don’t leave them feeling as though they’re stuck in a dead-end position.
It appears that our industry is at a key pivotal moment — a moment at which we must examine our methods, cultivate a shift in thinking and alter the perception of what it’s like to build a career working with the elderly.
Looking Towards Solutions
The truth — and what makes the current recruitment and retention crisis so very unfortunate — is that working with the elderly is an exceptional, life-changing experience. People of any age seeking a new career opportunity have much to benefit from experiencing the joys (and yes, the pain, too) of developing an unbreakable bond with an elder who has much to share with them, be it knowledge, humor, history or simple companionship.
There are downsides to these careers, of course, just as there are downsides to any career choice. But the benefits of working with the elderly far outweigh the negatives. Yet this is generally not the perception held by many in the workforce. It’s about time that changes.
There’s already been a culture shift occurring in the senior living industry for many years now, with an increased focus on resident-centered care and the shift in mindset from “residents live in our workplace” to “we have the privilege of working in their home.” But the powerful, transformative experiences shared between one of our most valued citizens — the elderly, our residents — and those who care for them are not celebrated nearly enough.
It begins by building a company culture that celebrates the incredible joy and privilege of working with the elderly and sharing that culture with the community at large, which enables senior living communities to attract the right talent for a cultural fit. Senior living providers who nurture a family-like atmosphere and value their employees build strong, loyal teams who are committed to providing the absolute best care for the elderly residents they are privileged to care for, because they are family.
Celebrate the powerful relationships forged between employee and resident, and take pride in the ability to be a part of building these incredible connections. Not only does this serve as the catalyst for instilling a sense of ownership among staff, but it aids in educating the workforce as a whole on the valuable experiences that can be gained in working with the elderly.
There is no greater joy than creating life-altering experiences for another human being. Senior living providers are in the unique position of being able to alter the lives of not only the residents they care for, but the employees they bring into the fold as a part of the family.
It’s time to start educating the world on the many ways that having the privilege to care for the elderly can change a person’s outlook and even the trajectory of their life for the better.
Bradley Harris entered the seniors housing industry in 2004 when he founded Senior Transitions, which assisted families finding elder care options. In 2013, RealPage (NASDAQ: RP) acquired Senior Transitions. Now, Harris is dedicated to talent acquisition, engagement and retention of staff within the seniors housing business.