Participants should be aware of the following financial/non-financial relationships:
Jill T. Ricker, CDP: I do not have any relevant financial / non-financial relationships with any proprietary interests.
Ben Leavell, LNHA, CDP: I do not have any relevant financial / non-financial relationships with any proprietary interests.
Employees experience an organization’s culture through their interactions with leadership, team members, families, and residents. It is also experienced though the systems and tools they use, how decision making happens, positive reinforcement, and constant improvement. When asked, “Who are you as a community?” or, “Who are you as an Assisted Living Memory Care?” etc., what is your response? Is it possible to create culture and make it last? When great initiatives are introduced and make an impact on residents, staff, and families, how can momentum be maintained if the champion of the program is lost? Culture is what happens day-to-day. A community’s culture is often invisible, yet its effect can be seen and felt. For new employees, building culture begins in the interview process along with the perception/reputation from the outside community. But how? Join this experiential session on culture building from an operational perspective.
Learning Objectives:
Discuss how to grow inclusion and belonging into the work culture involving the interactions between team members, families, and residents.
Describe how culture impacts the longevity of employees and how that impacts your customers’ experience.
Summarize how to operationalize inclusion of employees, families, and residents in your culture as derived from case exercise to challenge your thoughts.