Learning Objectives. This Morning s Agenda. Reaching the Pinnacle of Senior Living Management 7/27/2016

Transcription

1 Reaching the Pinnacle of Senior Living Management LeadingAge Florida July 27, Learning Objectives Identify areas of weakness in operations that can greatly affect resident satisfaction and marketing success Design new management structures that go beyond traditional senior living hospitality to achieve something more akin to Four Seasons or Ritz-Carlton-style experiences Employ management and training programs that capture the hearts and minds of staff members, helping to sustain the excellent experience that residents enjoy This Morning s Agenda Introduction Areas that have the greatest impact on resident Satisfaction History of Service Excellence at Greystone Pinnacle Service and the Pillars of Pinnacle Pillar #1: Hiring the Right People Pillar #2: Setting your people up for success Pillar #3: Operational consistency (service standards/huddles) Pillar #4: A commitment to cleanliness and physical condition Lessons Learned Conclusion 1

2 Health Care/Skilled Nursing? Transportation? Housekeeping and Plant Operations? Lifestyles and What areas in our communities Activities? have the greatest impact Dining on Services? resident satisfaction? 4 Engaged residents feel an emotional connection to our communities and are the best form of advertising we can ask for! Is satisfaction good enough? Many customer service organizations are moving towards measuring engagement as opposed to satisfaction What s the difference? Satisfaction: Involves the fulfillment of one's wishes, expectations, or needs, or the pleasure derived from this. Engagement: Engagement is the emotional connection between your customers and your company. Customers form strong emotions about your company based on their experiences with your people -- and those emotions strongly influence their buying decisions. 5 Where we ve been vs. Where we re going 6 2

3 Pinnacle Service Greystone s new Service Excellence Culture 7 Pillar #1: Hiring the Right People Question: How are you hiring people at your communities? Who conducts the interviews? How many interviews do you conduct? 8 Team Based Behavioral Interviewing 9 3

4 What is a Behavioral Question? Why is Behavioral Interviewing Important? Provides truer picture of candidate (past behavior predicts future behavior) Allows for a consistent basis upon which to evaluate candidate s fit within the culture and mission Encourages team environment Who We re Trying To Avoid! 12 4

5 Are They Flip Flop or a Dress Shoe? VS. 13 Pillar #2: Setting your People up for Success Question: Does every new associate at your community attend an orientation before their first day? How does each new associate get trained? 14 Your First Day! Community wide orientation (Everybody s first day!) Helps to set the expectation early on! 15 5

6 Where s Our Future? Continued training and development for Associates o Robust on the job training o Required annual training for everyone o Opportunities to obtain CEUs o Tuition reimbursement programs o Seeking to promote internal talent 16 Nothing Like a Pat on the Back! Rewards Programs Recognition Programs Integrating recognition into the culture 17 Pillar #3: Consistency is the Key! Question: Do your employees know what is expected of them? How do you set clear expectations with new associates? 18 6

7 Defined Service Standards 19 Credo Card 20 Our Principles of Excellence 7

8 Nobody Ever Taught Me That! 22 Huddle Up! Pre-shift Huddles! 23 Pillar #4: First Impressions are Lasting! Question: What are some stereotypes associated with the Senior Living Industry? What image comes to many people s minds when they think of retirement communities? 24 8

9 This is the Reality! The answer is that we are not helpless in the face of our first impressions. They may bubble up from the unconscious from behind locked door inside of our brain- but just because something is outside of awareness doesn t mean it s outside of control What we ve Learned 27 9

10 In Closing 28 Q&A 29 Thank You 30 10