People The Playbook
is your guide to thinking creatively about your workforce and occupancy challenges ā featuring eight unique solutions, their obstacles and challenges, KPIs and results, and action steps to implement them yourself.
Playbook
Removing Obstacles for Talent Retention Ohio
āŗ Dana Ullom-Vucelich, CHRO dana@ohioliving.org
Ohio Living (11 communities ā LPCs, home health, and hospice) unleashed greater staff commitment, well-being, and retention by creating on-site workforce solutions and resources to reduce and manage external personal employee barriers.
Implementation Challenges
āŗ Creating an employee questionnaire to identify external obstacles while respecting personal boundaries.
āŗ Developing a sustainable model that maximizes ease of intake/access and enables quick resource distribution for staff.
āŗ Understanding and leveraging local, state, and federal support resources.
āŗ Ensuring compliance with regulations for awarding tax-free gifts.
āŗ Managing additional workload without overwhelming existing staff.
KPIs & Results
āŗ Support and retain valuable staff by reducing turnover and absenteeism.
āŗ Increase productivity, satisfaction, and engagement.
āŗ Strengthen donor support and grant opportunities.
How to Replicate
āŗ Track data on top three reasons for call-offs and āpersonalā resignations.
āŗ Survey team members to understand barriers.
āŗ Connect with broader community resources.
āŗ Establish a connector, navigator, or champion role.
āŗ Build flexible resources to address individual needs.
Notes & Takeaways
Playbook Hiring for Fit
āŗ Edward Dooling Chief of Healthcare Services edooling@masonicare.org
āŗ Stacy Allen Senior Director of Administrative Services sallen@masonicare.org
Masonicare (CT, 10 communities) has expanded their hiring pool and accelerated staff performance across all service lines by doubling down on the idea of hiring for personality ā not just for skills.
Implementation Challenges
āŗ Bias Risk Hiring for "fit" may reduce diversity.
KPIs & Results
āŗ 12% increase in retention
āŗ FY 2023: 68%
āŗ FY 2024: 76%
How to Replicate
āŗ Culture Clarity Vague values hinder assessment.
āŗ 31% increase in rehires
āŗ FY 2023: 61
āŗ FY 2024: 80
1. Define Culture & Values
āŗ Clearly articulate mission & behaviors.
āŗ Identify success competencies.
āŗ Learn from top performers.
2. Embed Culture in Hiring
āŗ Job Descriptions: Highlight values.
āŗ Early Screening: Use assessments.
āŗ Structured Interviews: Culture-focused questions.
āŗ Behavioral Assessments: Real-world scenarios.
āŗ Team-Based Hiring: Involve key employees.
āŗ Fit vs. Skills Overemphasizing fit limits skills & innovation.
āŗ 96.4% decrease in agency usage
āŗ FY 2023: 28%
āŗ FY 2024: 26%
āŗ YTD 2025: 1%
3. Standardize Onboarding
āŗ Reinforce values from day one.
āŗ Assign culture mentors.
āŗ Conduct 30/60/90-day check-ins.
4. Align Leadership and Reinforce Culture
āŗ Train managers on cultural fit.
āŗ Recognize culture-driven employees.
āŗ Integrate values into reviews.
5. Measure & Improve
āŗ Track retention, engagement and cultural turnover.
āŗ Gather feedback & refine hiring.
āŗ Adapt as company evolves.
Notes & Takeaways
Sourcing Talent from Abroad
āŗ Rob Lahammer, VP Engagement & Advocacy rlahammer@preshomes.org
Presbyterian Homes and Services (MN, 63 communities) successfully sourced 25% of its RNs from the Philippines and is expanding its program to nursing assistants and more countries.
Implementation Challenges
āŗ U.S. immigration is often unpredictable for international RNs and other workers.
āŗ Global competition for foreign-born employees is increasing.
āŗ Engaging work environments help reduce contract breakage; specialists are essential at any scale.
āŗ Affordable housing for contract holders is critical.
āŗ Rural placements present unique challenges.
KPIs & Results
āŗ Over 30% of RN hours come from the International Nurse Program.
āŗ At least 80% of RNs complete their three-year contract.
āŗ International employees are as engaged in our Ministry as other employees.
How to Replicate
āŗ Direct and intentional effort to connect, celebrate, and engage first generation employees.
āŗ Find a willing partner in the international nurse area.
āŗ Partner with other organizations considering working in this area.
āŗ Find an Immigration expert and help legally.
Notes & Takeaways
Priority Life Care's for:
Playbook
Prioritizing Skillset, Toolset, Mindset
āŗ Enoch Paul, Sr. Director of Organizational Learning & Development epaul@prioritylc.com
Priority Life Care (IN, 64 communities) is driving sustainable productivity and fostering well-being with PLC University; a comprehensive program of pathways to leadership advancement tailored to meet the personal and professional needs across a large and diverse workforce.
Implementation Challenges
āŗ Evaluating the need for a 360Ā° leadership growth pathway.
āŗ Gaining buy-in from leadership, department heads, and teams.
āŗ Determining investment, timeline, and ideal methodology.
āŗ Differentiating coaching, mentoring, and consulting in growth.
KPIs & Results
āŗ 44% increase in training compliance rates.
āŗ 78% training completion rates.
āŗ Achieved at least +70 NPS Score for in-person training.
āŗ 84% success rate in employees achieving personal & professional goals.
How to Replicate
āŗ Foster a growth-focused culture for buy-in.
āŗ Identify learning environment needs.
āŗ Develop a structured learning plan from onboarding to leadership.
āŗ Identify high-potential candidates aligned with business needs.
āŗ Assign training and mentorship pathways.
āŗ Evaluate knowledge retention and performance.
āŗ Measure program impact on business success.
Notes & Takeaways
Playbook
Developing a HighPerformance Mindset
āŗ Jason Kohler, EVP Senior Living jkohler@beztak.com
Beztak (MI, 7 communities) converted more leads into new residents through a rigorous data analysis of both their highest performing sales staff and marketing channels.
Implementation Challenges
āŗ Identifying behaviors that impact sales effectiveness.
āŗ Selecting an assessment tool for relevant traits.
āŗ Gaining team buy-in for honest participation.
āŗ Analyzing results to improve current performance or refine hiring criteria.
KPIs & Results
āŗ Over the past three years, we've achieved an average 25% decrease in the sales cycle (āgestation periodā), reducing the time from inquiry to move-in across all levels of living (IL, AL, MC).
āŗ Improvements in lead-to-tour and tour-to-move in.
āŗ Shortened our sales cycle during the time that we implemented the assessment, began providing training on āmindsetā.
āŗ Attempted to hire sales team members that had a āMotivatorā selling style.
How to Replicate
āŗ Launch the assessment tool without consequences, explaining the "why" and sharing outcomes.
āŗ Coach on sales effectivenessāawareness alone improved performance.
āŗ Continuously measure, train, coach, and give feedback through real interactions.
āŗ Hands-on learning through practice and demonstration is more effective than lectures.
Notes & Takeaways
Playbook
Fostering an Inclusive Intergenerational Community Lasell Village's for:
āŗ Zehra Abid-Wood, President zabid-wood@lasell.edu
Lasell Village (MA, 1 community) is leading the charge on diversity and inclusion by taking an inside-out approach where residents and staff collaborate to ensure their community reflects the diversity of the world around them.
Implementation Challenges
āŗ Balancing Governance and Multiple Voices: Quick, effective decisions with broad participation need structured facilitation and clear accountability.
āŗ Cultural Shift Requires Time & Buy-In: Overcoming legacy mindsets requires education, engagement, and shared values, while momentum depends on champions and accountability systems.
āŗ Balancing Structure with Adaptability: Strong governance ensures alignment while adapting to resident and staff needs.
KPIs & Results
āŗ Resident-Led Engagement: 50% rise in resident-led cultural inclusion programs.
āŗ Cross-Generational Connection: 30% more resident participation in intergenerational initiatives, 300% rise in joint resident-team activities.
āŗ Community Impact: Four new partnerships expand engagement: two affinity groups, a community center, a service opportunity, plus a cross-campus food pantry and meal donation program.
āŗ Longer-term Quantifiable Measures: Resident Satisfaction, Employee Engagement and Retention, Productivity Measures.
How to Replicate
āŗ Listen First: Assess your starting point by gathering voices in multiple ways: focus groups, surveys, and 1:1 conversations.
āŗ Start Small, Stay Focused: Choose one area to start, whether itās a resident initiative or a team member policy. Start small but make it impactful.
āŗ Adopt a Co-Creation Model: Shift from top-down inclusion to resident-team collaboration in shaping culture and well-being.
āŗ Build Governance Early to Manage Many Voices: Define roles clearly and build feedback loops. Ensure leadership buy-in and accountability.
āŗ Tie Inclusion to Measurable Business Goals: Make inclusion tangible with goals that enhance satisfaction, engagement, and growth.
Notes & Takeaways
Aspenwood's for:
Playbook
Hyper-Personalizing Your Offerings
āŗ Heather Tussing, President htussing@theaspenwoodcompany.com
Aspenwood (TX, 20 communities) extended length of stay for its high acuity residents with āSoar,ā a unique memory care program that caters activities to residentsā hobbies and pastimes.
Implementation Challenges
āŗ Continuous research and innovation in memory loss treatment in collaboration with universities and aging institutions like Rice Universityās Memory, Mood, and Aging Lab.
āŗ Gathering necessary info to create a personalized Alzheimer's kit before move-in.
āŗ Gaining buy-in from team members to change.
āŗ Ensuring consistent training to create āstickinessā with team members.
KPIs & Results
āŗ 35% longer stays in memory care.
āŗ Lower hospitalization and nursing home placement rates.
āŗ Improved quality of life ā with higher engagement in structured activities, reduced depression, and better medication adherence.
āŗ Reduced psychotropic medication use.
āŗ Positive family and resident feedback on personalized care.
How to Replicate
āŗ Collaborate with all departments to create a Memory Care Program, honoring residentsā hobbies, traditions, and socialization preferences.
āŗ Develop a monthly programming calendar with wellness categories: social, physical, intellectual, spiritual, emotional, and sensory.
āŗ Introduce Signature Programs, which include purpose, positivity, continued learning, physical activity, relaxation, and the opportunity for spontaneity.
āŗ Create meaningful Purpose Points for your residents, such as a nursery, garden, workshop/tool station, laundry, and sports-themed areas, to evoke memories and give residents a sense of purpose.
āŗ Conduct new associate and monthly associate training focused on principles of your memory care program and meaningful engagement.
Notes & Takeaways
Starling's for:
Playbook
Supercharging Resident Growth
āŗ Megan Kennedy, COO mkennedy@starlingliving.com
Starling (FL, 7 communities) is skyrocketing its conversion rates by leveraging video and content marketing ā resulting in 94% occupancy across its locations.
āŗ Defining the Experience
āŗ Right People, Right Seat!
āŗ Getting Buy-In
āŗ Identifying Focus Sources
KPIs & Results
āŗ 38 move-ins from friends and family in 2023 (18% conversion)
āŗ 73 move-ins from friends and family in 2024 (26% conversion)
āŗ 11 move-ins YTD (65% conversion)
āŗ 14 move-ins from our website in 2023 (8% conversion)
āŗ 81 move-ins from our website in 2024 (29% conversion)
āŗ 37 move-ins from our website YTD (42% conversion)
How to Replicate
āŗ Focus on the experience
āŗ Make it fun!
āŗ Plan in advance
āŗ Ask for the engagement ā review, like on social, etc.
āŗ Remember your WHY Implementation Challenges