Recruit Retain Reward

Nursing Homes, April, 2001 by Sandra Hoban

Three innovative programs geared to boosting the three Rs of staffing

A facility might be the most attractive, well-equipped and progressive one in town, but if its staff are unmotivated, uninvolved, ambivalent, underappreciated and transient, that facility can lose residents--and, quite possibly, its reputation.

Achieving high-quality resident care and fostering staff dedication both start, obviously, with hiring the best candidates available. Keeping good staff--essential to maintaining the desired quality of care--then hinges upon encouraging and rewarding them for work well done.

Three industry experts--Kevin M. Kavanaugh, MA, director of public affairs for the Illinois Council on Long Term Care; Daniel O'Neill, administrator at Riverwood Health Care Center in Grand Island, New York; and Anne Willis, past president of NADONA/Kentucky Chapter--each address one of the three Rs of staffing by discussing innovative programs their organizations have launched.

Recruiting Through the Media

Because low unemployment rates have made it difficult to attract high-quality, committed staff members, long-term care providers have had to resort to temporary staffing through nursing agencies to bolster their personnel rosters. To address the image of nursing facilities and promote the quality of their staffs, the Illinois Council on Long Term Care embarked on an innovative public awareness campaign--"HEROES Have Many Faces."

According to the Illinois Council's Director of Public Affairs Kevin M. Kavanaugh, MA, this campaign introduced and reinforced the heroic roles that long-term care employees play in caring for and comforting nursing home residents and their families. These "heroes" are gratified, satisfied and fulfilled in taking care of those who need them. Their spirit, joy and dedication enhance the performance of their duties.

"Not merely a recruitment campaign, the goals of 'HEROES' were to update the public's perception of long-term care, increase the number of people entering the long-term care profession, improve staff morale, reduce turnover and positively impact prospective legislation," says Kavanaugh.

The "HEROES" campaign centered around four 60-second radio spots delivered by two nurses and two nursing assistants working in the long-term care field. "'Keeping it real' was the focus of the campaign, and actual personnel contributed to its authenticity," remarks Kavanaugh. The spots began: "John F. Kennedy, hero. Martin Luther King, Jr., hero"--followed by the name of a staff member providing his or her testimonial. Linking that person's name with those of famous heroes dramatized that heroism is manifested in small ways, as well as large.

For example, one long-term care hero's radio testimonial tells the public that:

...The special part of working in long-term care is that I get to know my patients and establish relationships, know their families, background, and help them.... It's the most satisfying and rewarding job in the world. I feel very honored and blessed that I work in long-term care, because it's made a difference in my life, and I hope that my work has made a difference in other people's lives.

The radio spots close with an 800 number to call for employment opportunities. Kavanaugh notes that, although the six-week radio campaign is over, they have received more than 600 queries about long-term care opportunities.

To accompany the radio spots, a poster and direct mail pieces were designed featuring real-life caregivers. A staff member from each of nine facilities volunteered to be photographed for the campaign. Featuring a wide range of staff positions--from activities director to food service worker to CNA to maintenance staffer, and more--the posters introduced the people, position and lengths of service to the public. Posters and desktop table tents featuring the 800 number and the HEROES Web site were sent to CNA training and other nursing programs and employment agencies.

When an employment inquiry was received via the 800 number, according to Kavanaugh, the caller's background information was entered on a standardized form and a broadcast fax was sent to facilities within the applicant's geographic area. A packet of information describing the employment opportunities in long-term care was sent to the applicant.

This campaign not only encouraged the public to rethink their concept of nursing homes, but it also made existing staff feel good about their work. The Illinois Council has succeeded in giving a face to long-term care. A platform now exists on which to base future efforts, whether addressing recruitment, legislative issues or public information.

Kavanaugh feels that, in the final analysis, "It is imperative that the industry begins to aggressively use the media to dispel misconceptions by enhancing the overall image of long-term care and the people who make it work."

Retaining Staff Through Job Enrichment

Although a facility's staff are well qualified, ambitious and delivering excellent care, it is important to maintain this performance level over time. In-services and career-related improvement programs are vital to preventing on-the-job ennui and burnout. ElderWood Affiliates, Inc., based in Williamsville, New York, addressed this problem by adding a mentoring program to its enrichment programs at long-term care facilities, subacute care units and assisted living communities.