5 Strategies You Can Implement Today to Boost Your Recruitment Success Rate

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That we have the responsibility to provide the

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same attention to recruitment that

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we're providing to censors of take that same person

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who probably can't even go into the hospital these days.

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Take those people and send them out to the the local supermarket. Let them stop

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anybody in scrubs and say,

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would you like to work for this facility? What makes a good job for you?

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Welcome to the nursing home podcast. Your goto source

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for professional insights in the longterm care industry.

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You're from leaders and experts as they share current and practical insights

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to help make the most of your day. I'm a longterm care financial specialist.

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What that means is I help people plan for the inevitable.

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Nobody wants to think about getting old, but it's possible that someday we might need

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a little bit of care. Here's your host. Nursing home Administrator Turnpodcaster

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Schmoel, Septimash.

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Welcome to the nursing home podcast. Welcome to this live

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broadcast of the Nursing Home Podcast, a podcast

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where nursing home administrators, professionals and

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others go to to find up to date and current information about the

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nursing home industry. In this episode of

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the Nursing Home Podcast, we are going to discuss staffing

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and recruitment. Staffing and recruitment is

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a very painful, challenging subject here

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at Quality recruits is something that we deal with all the time. So great

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and I wanted to share some of the feedback

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from working with lots of clients and some

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practical things that you can implement today in order to be successful with your

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recruitment interstaffing in nursing homes. So let's start from

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the very beginning. We start just look

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at the problem, let's just clearly identify what the problem is.

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So we know that pre COVID a couple of years ago,

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staffing has always been a challenge, but we've never seen

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the challenge to be quite like it is today. Today.

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We, instead of CNAs coming in and

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being happy to have the opportunity to interview nurses and really,

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up until and including administrative practice of nursing, everybody,

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really, people would be appreciated if the opportunity to

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interview would prepare professionally. For that interview and

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would come in and would be happy if they're offered a rate

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and it's completely flipped, where a

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senior will come in and say, I want $25 an hour or I'm going down

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the block. And the reason

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why they can do this is because they will get more to down the block

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and if they end up working down the block and then you offer a little

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bit more, they'll come back to you. So it seemed like the loyalty is completely

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gone. The ability to afford consistent

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staffing seems to be almost unattainable.

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Many agencies have come in and although people have all sorts of colorful

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things to say about agencies and price gouging and all

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this and some unscrupulous agencies probably are guilty

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of that, at the same time they fill a need,

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they fill void because without them, many nursing

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homes would really not know how to staff their facilities.

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So the question is, where did all the staff

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go? Where do the CNAs go? Where do the nurses go?

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The same Senate that we're getting paid $15 an hour for decades

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and just slowly incrementally getting small raises,

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hopefully keeping up with inflation,

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where are they all right now? And it doesn't just

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apply to nursing homes because the same thing to supermarkets, hotels, any industry that you're

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in, we see that pilots, delivery people.

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It seems like people just don't have to work. Now, we know

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during COVID there were all sorts of stimuluses and

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benefits and checks that were unemployment, all sorts

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of programs that were going out to many, many people. And that helped

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and gave a lot of people the ability and the flexibility that they

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probably needed at that time in order to sustain themselves

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when they couldn't work or they couldn't get to work when they were sick and

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they couldn't go to work, or they're going to work anyway and deserve to be

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compensated for going to work, whatever that is. There were

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mortgage delayment systems where you didn't have to pay

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a mortgage, other big bills that were pushed off.

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And that's all fine and true, but the question is,

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that stuff really is yesterday.

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That stuff is something that happened,

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but it's not something that is still current. That's not something that still

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happens now. And to the best of my knowledge, and I

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spoke to a lot of people about this, most of these things are done.

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So how are these people making ends meet? That is something,

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as I say straight out now, something we are not going to resolve in

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this conversation. But I would love for feedback on this if

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you have any ideas of what the solution to that

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would be, even just not the solution to understand how that is the way it

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is, love to hear about it.

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Okay, moving right along. So now practically none

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of that really matters because at the end of the day, we got to staff

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nursing homes regardless of we understand why we have

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the challenge or not. So how do we

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be successful in staffing our nursing homes today

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with this current challenge?

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So the number one thing at least that I hear

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when I ask potential clients or prospects

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about what they're doing and how they think they're going to be different is culture.

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COVID. Everybody reevaluated. Life is short.

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It's not worth working in an environment, it's not healthy. It's not worth doing

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something they're not passionate about. It seems more important than just a good job.

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So people are very into culture. We want to make sure that we are

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working and doing something that we care about in

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the environment, that we care about an environment that we feel cared for.

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So it's true. It's easier said than done. If there was a

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culture that truly valued

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every single employee and really took the time to understand

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each person's trajectory and what they want to do professionally,

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it would certainly help. But at the same time,

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is that really happening? Is that even practical? Do people even know

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what that means? Is there any are there any facilities that are doing this

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correctly right now? Probably some, but not too

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many. That's certainly not an easy fix, and that may require

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an outside agency

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or a company or somebody to come in and take a hard look,

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understand the core problems, and implement some changes.

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But you can begin slowly, one step at a time.

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Meet with your team and see what do you think the culture

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is. And don't armchair analysis this. Call in three

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CNAs and ask them how they feel about the

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culture. You could speak to the ones that will be honest

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with you. The same thing with nurses, housekeepers, find out from them what they

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think, because what we think is going on and what they think is going many

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times is not the same thing. But if you can get that down pat,

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you're giving people a reason to want to stay. They feel like they're

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family. They feel like they're supporting each other. They feel like they're there for each

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other. That's number one. Culture is a real thing.

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Okay, second point rates. When we talk about rates,

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everyone's adjusting their pay rates and everyone has to be competitive.

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You don't have to be paying the most. You have to be paying at least

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similar to other places so that they can't say, I'm not

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going to work for you because your rates are terrible. Your rates really are terrible.

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Then unless you have some other very strong reason why someone should want

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to work for you, why should they want to work for you? So really taking

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an honest look at finding out if your rates are competitive, how do you do

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this? I found that most facilities,

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at least on like the business office level or HR level,

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if you share their rates, if you share your rates,

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they'll share their rates and it would be honest with them. Listen,

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we understand that we're competing for the same staff or you don't even have to

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speak that out. You can just say, we're doing an analysis of staffing

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in the area and we want to make sure that we're paying

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competitively. Do you mind sharing your rates? And I'll tell you what we're paying and

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you share as much as you want to share in order to find out if

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you're really paying the rates that you should be paying.

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And then if you find that you're not, you may have to make an adjustment

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across the board that could be significant investment, especially if you have a

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decent sized staff. But if you're really

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underpaying them what they deserve, then that

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it probably won't go overdue. This is just going to force you to get to

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where you need to be. Now the painful part of this

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is that even if you're paying your staff more, first of all,

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it's not just senior staff, it's going to be very difficult and

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you'll have to ask your legal team if it's even legal. But even

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if it was, it can be very difficult to hire new employees

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at a higher rate than your current employees. They get a preferential

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treatment. Just because I'm working here for 20 years, why do

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I get paid less than somebody who's straight out of high school?

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And that's a good point. I think about it from their perspective.

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That makes a lot of sense. The challenge with paying too much is

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that for the most part, the government has not adjusted reimbursement

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to nursing homes based on the cost that

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there is to adjust the rates. This has

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always been a problem, but especially now that it's been a major increase

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in rates and many people are just climbing and climbing and climbing, almost competing with

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agencies. That itself is

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a problem and you have to be very careful with it. You have to crunch

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numbers and make sure that it's sustainable.

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So that's the second thing about the risk. But at the end of the day,

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if your rates are garbage, if your rates are not what they should be,

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if your rates are worse than everyone else in the area, why should they

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want to work with you? I would say number three.

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And truth is I was saying number three is really number one. And this

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is there needs to be a mindset shift for

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any operator. When I say operator, I mean owner,

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regional Administrative Directive, nurses,

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HR, business office and anyone who's doing

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any hiring for nursing homes. In regards to the concept

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of recruitment, because recruitment used to be one of those things that

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HR or the BOM used to do and it was

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just leave of absence,

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legal stuff that has to be done and maternity leaves and payroll processing and scheduling.

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Another thing was recruitment because we know that the normal way a nursing

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home goes, people come, people go. So someone

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has to manage that process and always be constantly hiring so

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that you have enough people to take care of the residents.

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And it would use to be pretty much like a one person show.

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And whoever that one person is, maybe they work with the deal and work with

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the administrator. But that has to change. And I think the best way to

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explain it in nursing home terminology is we have to start

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treating recruitment like Census.

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What do I mean by that? What do you mean recruitment like census? Recruitment and

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two different things. Census is getting more residents in the building, keeping them

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there and recruitment is getting people to care for

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them. But if we look at census building, because census

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building directly equals revenue, there's a

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healthy budget usually for marketing.

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You have highly compensated individuals whose entire job

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is to develop relationships with the hospital case managers, to go

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to the local community organizations, senior centers,

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any other place where independent living facilities,

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assisted living facilities any other place

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where seniors or their adult decision makers may hang out

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in order to develop those relationships. In the hope that of course, if it's today

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or tomorrow, that's great. But eventually they'll remember that

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golden whatever.

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And the person who was there was very

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nice. Let me reach out to them, let me google their number and hopefully we'll

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get somebody with hops and kiss measures a little bit more direct.

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But that's the basic idea. And there's a lot of money, big budget for stuff

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like this, and a lot of time and attention. Many facilities have weekly

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marketing meetings in house and maybe even a regional marketing meeting,

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reviewing where all the referrals came from and all sorts of software and technology

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to track all this information has given a lot of attention,

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time and attention. So the time has come that

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we have the responsibility to provide the

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same attention to recruitment that

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we're providing to census development. Which means

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it may even make sense to take your clinical liaisons, your external marketers,

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whatever you want to call them, the people that would leave your nursing home

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and go to the hospitals to harass,

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beg, plead and sell to the hospital case managers.

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And they would ask them, do you have somebody for me? Do you have a

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Medicare patient for me? Do you have anybody for me? We'll take

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one hard one and then you give us five good ones, send us your challenging

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ones. Take that same person who probably can't even

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go into the hospital these days. There's limited

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access and limited ability because of COVID Even without

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COVID, a lot of hospitals are cutting down because it's just annoying and that

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people can't do their job. So take those people

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and send them out to the local supermarket. Let them stop anybody

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in scrubs and say, would you like to

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work for this facility? What makes a good job for you? How could we

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make this work for you? And really reverse engineer

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the process. Don't wait for them to click on your indeed ad that

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you pee through the roof for and then hope that they show up to your

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interview and hope that the process works well. And then they'll come and pick

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up shifts. Find them where they are. Don't go to another

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nursing home and coach from them, but find

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them in the community. Find out where they hang out, whether it means physically finding

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places where they gather, or whether it means local Facebook groups or

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any other places where they engage online. That can be

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a place where you can be really successful in

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getting new people. So again, we spoke about the culture,

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we spoke about the rates, and we're speaking now about the

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mind shift which is necessary and the budget which is necessary.

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For this, I'll add a fourth

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point, maybe, which is fourth

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and fifth point is what happens after they

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are scheduled for an interview and they actually show up to the building.

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This means you maybe had someone go out to the community and meet them.

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You probably had sponsored ads. Maybe you found them in

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a Facebook group. Maybe you had

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your team screen them and perhaps even did a phone or

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a zoom interview already. And now they're finally walking in to

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the facility. And now they're coming in. And thank you,

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Lindsay, for weighing in. Find them in the community.

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Don't wait for them to click on your ad.

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And this is really true,

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but now they're walking into the building. I can't tell you how many times

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we get feedback. Again, Quality Recruit helps our clients

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do this process for them, and we find those applicants for them and we bring

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them into the facility, and then we follow up with them. And when we do,

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sometimes what we hear is not so pleasant, and we feel it's our responsibility to

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share that. And sometimes people are going to say, we came to the building

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and it was locked. We came to the building and I waited outside

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for a while, or I sat. So they told me to wait, and I was

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there for 45 minutes. Then finally they told me that there's no

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one there to interview me, or there was a 50 page application,

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which I just hate filling out application, my name on every single page

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over and over again. And all that was before that

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I could even answer my question, which was, how much what's your CNA rate?

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Because if it was less than 16 and I'm getting

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currently 17 or whatever, it's not worth making a move.

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And it's just we're still treating them the old way,

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and that doesn't work anymore. So in a practical

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level, if you have someone coming for a tour,

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right, everybody knows the same is coming for a tour. And just

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because you hope to get them as a resident, you'll have fresh cookies

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from the dining room, you'll have the administrator and DN wearing

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their finest, greeting them at the front door. They'll get the royal treatment.

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You pre plan the route exactly where they're going to go. You make

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sure the activity director passes by them during the tour so

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that they can have that positive interaction while they're holding something

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exciting. I don't know, some good smelling popcorn or holding a

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beach bowl or something that looks exciting. And you plan on every single step

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of the process to make sure that that tour works perfectly.

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And then we follow up with them and we give them the time

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of day. And they're important. They're like DBH walks in the building,

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right? Department of Public Health works in the building to get that type of attention.

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This is what we need to do every time an applicant walks in the door.

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Let them feel like they arrived home. Let them feel like they came to a

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place that actually wants them there. Let them feel like they came to a place

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where they can feel comfortable with the idea that they're going

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to be spending their time here and that they'll be working here every single day.

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And then when they come, they feel wanted. Again, this is even before you deal

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with culture. This is just dealing with what the

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actual experience is like. And unfortunately, many times this is where the

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ball is dropped. I'll say one more thing that we've seen

17:59.280 --> 18:03.147
is that when someone is finally hired and

18:03.180 --> 18:06.752
the interview went well, they offered the job, the job was accepted. Now they're waiting

18:06.782 --> 18:10.097
to be called for orientation. A lot of times the bulls drop.

18:10.142 --> 18:13.767
There just that extra communication if orientation is in a week.

18:13.815 --> 18:16.902
So reach out to them two days later, four days later, six, whatever it is

18:16.920 --> 18:20.427
the day before orientation. Keep the relationship alive so

18:20.445 --> 18:24.147
that again, they'll continue feeling like they really

18:24.180 --> 18:27.507
want us. And again, some of these things could be automated. Doesn't have to

18:27.510 --> 18:31.397
be a whole overwhelming thing. I know how challenging it is on the operation

18:31.442 --> 18:35.202
side. Internally. That's a simple easier said than done. It's like you have somebody to

18:35.220 --> 18:38.667
sit there, which I know I said I'll say five

18:38.715 --> 18:42.102
things and I believe we're ready past that. But one bonus thing I'll

18:42.120 --> 18:46.362
tell you is maximize the

18:46.500 --> 18:50.425
receptionist. So many times receptionist is like

18:50.787 --> 18:54.167
awesome resource within the facility.

18:54.302 --> 18:57.522
The social worker is overwhelmed. You can

18:57.555 --> 19:00.852
really find time to get in all the mandatory documentation and

19:00.945 --> 19:04.077
mandatory 101 meetings. Everything that has to be done, getting the MDS is

19:04.095 --> 19:07.452
done. You have the admissions person, many times it's overwhelmed. You have

19:07.470 --> 19:11.552
the administrator at the on all the department heads. The nurses are overwhelmed. The receptionist

19:11.582 --> 19:14.732
many times has a lot of downtime,

19:14.897 --> 19:18.627
and many times they use that time wisely. And they

19:18.645 --> 19:22.377
are doing crossword puzzles and sudoku and instagram and

19:22.395 --> 19:24.250
all sorts of important things.

19:25.812 --> 19:29.397
They don't have blocks of uninterrupted time by the very nature of the job.

19:29.430 --> 19:33.032
They're answering the phone, they're opening the door, closing the door, taking out the smokers,

19:33.047 --> 19:36.102
and doing all different things. But there's a lot of downtime in between where they

19:36.120 --> 19:39.747
can get a lot of small tasks done and they can really be

19:39.780 --> 19:43.122
helpful with the recruitment process, whether it means calling people,

19:43.155 --> 19:46.287
making calls, reminding people,

19:46.350 --> 19:49.902
here's a list of people you need to call today. Even more importantly, they have

19:49.920 --> 19:53.282
to be trained that when somebody walks in and says, I have an interview,

19:53.372 --> 19:56.877
don't question them. Even if they're lying and they don't have an

19:56.895 --> 20:00.072
interview, give them an interview, they made a mistake. Whatever it is,

20:00.255 --> 20:03.422
they're there. They have to be treated like royalty. Stop. Sure. Have a seat.

20:03.467 --> 20:06.972
Immediately track down who's the person who would interview them. That person is not

20:07.005 --> 20:09.775
there. Please have somebody else interview them.

20:10.437 --> 20:13.932
Sometimes the HR person is sick. Okay, no interviews for a

20:13.935 --> 20:17.607
week. No way. Can't do that. Stuff the HR person can't do, but someone else

20:17.610 --> 20:20.922
is going to do their interview for them. Okay, there's a lot more to talk

20:20.955 --> 20:24.687
about, but just a quick recap here. And actually before we do that,

20:24.825 --> 20:28.097
we'll just say like this, other than creating

20:28.142 --> 20:31.612
people from thin air or bringing people in from overseas,

20:32.037 --> 20:35.125
just creating a bigger pool, a bigger, bigger pie,

20:36.537 --> 20:39.717
that would be a real solution here. But now that we're talking about managing within

20:39.765 --> 20:43.167
the crisis and being successful, even with the pool being what it is.

20:43.290 --> 20:46.817
So number one is really taking culture

20:46.877 --> 20:50.477
seriously, which it may mean bringing in some outside assistance

20:50.507 --> 20:54.047
for this, but it should start without that. Take a deep dive,

20:54.092 --> 20:57.447
understand what your culture is. Have some real honest conversations about

20:57.480 --> 21:01.662
that. Make one small change in the right direction so that people actually

21:01.725 --> 21:05.717
want to work in your facility. Number two, look at your rates.

21:05.852 --> 21:09.677
Don't adjust your rates to agency rates, but make sure you're not below average,

21:09.707 --> 21:13.152
because if you're below average, you have to give a

21:13.170 --> 21:16.557
very strong reason why someone should want to work for you. Number three,

21:16.635 --> 21:20.762
mindset shift. Understand that recruitment

21:20.912 --> 21:24.752
is as important as census. Some facilities are more important than census.

21:24.782 --> 21:27.902
Some facilities have to close that admission because they don't have the staff

21:27.932 --> 21:29.725
to care for those people.

21:31.662 --> 21:35.592
There's a budget for census. There should be a budget for recruitment going

21:35.640 --> 21:39.325
outside the supermarkets, finding people.

21:40.962 --> 21:44.397
Number four, when they come in, treat them like royalty. No 200

21:44.430 --> 21:48.387
page applications. They should be waiting for hours on end to get

21:48.450 --> 21:51.972
their application. And please call them back if

21:52.005 --> 21:55.352
you would like assistance with any of this. Here comes the shameless plug.

21:55.532 --> 21:58.997
First of, you going to be in Chicago and Topgolf, and you need assistance

21:59.042 --> 22:02.832
with this process. Maybe you don't have someone in house that

22:02.835 --> 22:06.027
can do this or you're trying and it's not working. I'll be there

22:06.045 --> 22:09.777
in person. Please. Let's speak and let's see if

22:09.795 --> 22:11.875
we're a good fit. We're not a fit for everybody.

22:12.687 --> 22:16.467
If this is all perfect for you and you have a great system in

22:16.515 --> 22:20.112
house, we have a lot of new things coming down the pike and some

22:20.175 --> 22:23.652
interesting ways of increasing the

22:23.670 --> 22:27.627
pie. But again, a lot of that is not yet ready. But if you

22:27.645 --> 22:30.777
need us to help you really revamp your recruitment process and really take it

22:30.795 --> 22:34.097
over and deliver qualified candidates to your door,

22:34.217 --> 22:36.642
you definitely need to hit me up. So if you can see me there live,

22:36.690 --> 22:40.002
great. If you're on LinkedIn, you can send me a direct message or

22:40.020 --> 22:42.632
you could just send me an email. It's Schmull,

22:42.722 --> 22:45.972
S-H-M-U-E-L as you see on the screen,

22:46.005 --> 22:49.032
I believe@qualityrecruit.com,

22:49.185 --> 22:52.317
and we could hop on a call,

22:52.515 --> 22:55.602
zoom teams, whatever, and we get

22:55.620 --> 22:58.977
to discuss it. Thank you for tuning into this episode of the

22:58.995 --> 23:02.432
Nursing home Podcast five practical solutions

23:02.447 --> 23:06.417
that you can implement today to help with your recruitment and

23:06.540 --> 23:09.852
staffing challenges in your nursing home. I would love

23:09.870 --> 23:13.347
to hear some feedback. You could hit me up on LinkedIn about that as well

23:13.530 --> 23:17.112
or leave a comment if you like this format or not. This is

23:17.175 --> 23:20.882
interesting for me. Sure to know what your feedback

23:20.897 --> 23:23.817
is on that as well. Alright, awesome. Thank you so much.

23:24.015 --> 23:27.775
Interesting for now. Have an awesome, amazing day.

23:31.887 --> 23:35.427
Now that you've enjoyed this episode of the Nursing Home

23:35.520 --> 23:39.482
Podcast, I'd really appreciate if you'd rate this podcast

23:39.647 --> 23:43.142
and let everyone else know what an amazing resource

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this is for those wanting to learn anything and everything about the

23:46.545 --> 23:51.732
nursing home industry. So head on over to ratethispodcast.com

23:51.885 --> 23:56.597
nursinghome. Again, ratethispodcast.com Nursinghome,

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leave me a review and let the world know what an amazing show

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