Establishing a robust and rewarding culture for employees is a huge challenge that many companies in long-term care face. We at Straightaway want you and your employees to thrive.
We will examine what millennials want when it comes to their personal development. What do they need to stay put? With unemployment at historic lows and tightening demographics around retiring boomers, this generation of employees has more choices than ever in where they choose to spend their working lives.
Welcome back! This is the second in our series on addressing what your CNAs value at work. Last time we covered what your CNAs look for in your organization and this time we will drill deeper and examine their thoughts on supervisors.
We are often confronted with the idea that CNAs are just in it for themselves. They leave at the drop of the hat. They aren’t ready to do the work. The general tone we keep hearing is that the CNAs are somehow at fault and not worthy of attention or care.
The mindset is changing from “let’s find more people” to “let’s try harder to retain the ones we have.”
Maybe you’ve been the one that has had the challenge of either hiring or managing millennials or those that come after them.
The reality is that new CNAs, especially younger ones, come into our organizations expecting a feedback loop — and we owe it to them. Communication has to flow in both directions in order for relationships to flourish.
As we study the data surrounding turnover, particularly turnover in front-line workers, we see that managers of front-line staff can have blind spots that are far more likely to directly impact CNA retention than any absence of skills by the CNAs themselves.
The best investment you can make in people is to analyze how well you are preparing and supporting those who take on the hard tasks of shifting into management.