Culture vs Morale

by Chris Sloan, ALM – Operations Specialist, AZ 

Let’s look back at the places you have worked at throughout your career.  Did the morale of your team members have an impact on the culture of the company? Did the culture of the company have an impact on the morale of the team? Or were they the same thing? 

A company’s culture is a set of values, visions, standards, attitudes, and behaviors to achieve a common goal.  It will reflect both the written and unwritten rules of a particular organization. 

While morale is the employee’s perception of satisfaction, confidence, and outlook of a company.  It will reflect the feelings of the employees. Are they being heard and supported? Are they engaged?  Do they feel their opinions and suggestions matter?  A company’s culture is a reflection of your employee’s morale. The morale at a company will have a direct impact on the company’s culture. 

Creating a company with high morale, to have positive company culture. 

While company merchandise, donuts and pizza are a great treat for your team, it goes beyond that.  Keep in mind if you invest in your team, your team will invest in you! Such things as policies, development, and career growth that will directly impact the employee are important to your team. They want to know that their suggestions and ideas matter. That THEY matter. Your team is yearning for your recognition and praise.  They want to know that their efforts are impactful to the clients and to the company itself. If you ‘hear’ them, they will in turn have a higher rate of satisfaction and belief in the company vision. Creating a positive company culture.  

Communication is key! 

• Have regular 1 on 1’s with your direct staff. Encourage your direct reports to do the same with their team.

• Recognize them, publicly.

• Tell them you appreciate them.

• Have an open-door policy. Better yet, seek them out to ask their opinion.

• Trust in your team. This will lead to their trust in you.

• Admit when something is not working, listen to your team’s feedback.

• Do anonymous employee surveys. Take the results as a learning tool to improve the environment for staff and clients alike.

• Be consistent. If your team knows that their efforts are being recognized on a regular basis, they will continue to strive to achieve more. 

In Conclusion:   

Employee morale is a vital part of your organization’s strengths or weaknesses. It is something that needs to be continuously measured and treated as important as your business strategy.  Creating a healthy and positive culture will boost morale in any organization. Building morale is so much more than pizza and donuts, it needs to be the act of a team mentality. Where everyone feels that their efforts and opinions matter. Where there is room to grow for both the company and the employee. With efforts to strengthen your team morale, you will succeed in having a positive company culture. 

Employee Retention

By Montanna Hanson, AHI RN Consultant

Ask anybody what some of the greatest challenges facing their industry, and staffing needs are sure to be within the top 5. In the current climate, operating with a less-than-desired level of staff has become normal. Changes in the workforce and the COVID-19 pandemic have contributed to this trend.  

Companies can, and should, take this time to assess their policies that apply to employees for potential improvements. Pew Research found that the low pay, feeling disrespected, too few advancement opportunities, and not enough flexibility were among the top reasons that Americans left their jobs in 2021. (KIM PARKER, n.d.) Increasing wages is easier said than done, so improvements should be searched for within communication between employees and supervisors, employee engagement, and flexibility.   

The best interpersonal relationships boast healthy, productive communication as one of their greatest strengths. Similarly, great relationships between leaders and staff embody this quality as well. Staff should feel comfortable bringing concerns, questions, etc. to any supervisor. However, every leader will have to deliver information that staff may disagree with and be frustrated over. The goal is for this information and frustration to not have a permanent impact on the relationship between parties. Management teams should focus on creating a transparent environment that strives to educate and empower staff. If a team member states they are upset about a policy change, initiate a conversation, and ask questions. Why are they upset about the change? How will this change impact their day-to-day role? Consider explaining the reasoning behind the change. Offer more in-depth training on the changes. Look into the need to re-assess workflow and revise standard operating procedure. Ideally, these options could lead to a better prepared, more efficient team with improved employee engagement. At the least, employees will feel respected and valued, making them more likely to reach out in the future.   

The changing policies and guidelines throughout the COVID-19 pandemic had an impact on staff. Employees want to be notified of changes, kept up to date on guidelines, and feel comfortable with the precautions being taken. Now, as the pandemic continues to wind down, and for much of the world is a non-issue, the health care industry remains impacted. To promote compliance with PPE, symptom reporting, etc., staff should be kept up to date with requirements and changes. Ideally, staff would all be updated each time a change is made, but rarely is all staff reached. Consider having a team member discuss current guidelines briefly at your daily meeting. Another option could be to create easy to read signage for the employee break room.  

There continues to be a trend within the workforce from a motivated by money mindset to a motivated by time mentality. The pandemic exacerbated what had previously been a gradual shift, to a drastic change with significant impacts. Workers want more flexibility and greater benefits, as evidenced by the increase in calls for the U.S. to transition to a 4-day work week, even if it means a decrease in pay. Long term care settings operate 24/7, so imagination is required to increase flexibility and accommodations for staff. One option is to consider utilizing an online scheduling system that allows staff to trade shifts independently. After both staff members submit their change requests, managers only need to approve this. This saves time for everybody involved, as well as prevents employee call ins. Supervisors should ask their employees what changes they would like to see and discuss the potential of these changes.  

The difficulties in finding and keeping employees has affected most within the health care system. This can be very discouraging to companies and leaders, in addition to clients. However, there are steps that organizations can take to take on this challenge. With input from team members, opportunities for change can be explored and implemented.

A Fresh Start

By Kim Calahan, RN & Regional Director of Colorado

The beginning of a new year is always a suitable time for reflection, setting new goals, and planning for a successful year. Spending a half day or full day with your leadership team to discuss these things is instrumental to your success. It ensures everyone is aligned with the company and with each other, they understand the plan, and they know their role in helping to make the community you serve be the best it can be. To get things started and to keep things moving forward, make assignments, have completion dates, and track your progress. 

With your team, ask yourselves the following questions: 

Reflection 

1. What went well last year? 

2. What could we have done better? 

3. What were our biggest obstacles? 

4. How did we overcome them? 

5. What did the staff need from us? 

Goals 

1. What are our financial goals this year? 

2. What are our goals for the staff? 

3. What are our goals for the residents? 

4. What are our goals as a leadership team? 

5. What do we need to stop doing? 

Planning/Considerations 

1. What new programs/services do we need to offer? 

2. What needs to happen to get ready for our annual survey?

3. How do we stand out from our competition? 

4. Are all our manuals up-to-date? 

5. How could we communicate better? 

6. Have we done a wage survey recently to ensure we have competitive wages? 

7. How are we attracting potential candidates? 

8. What changes need to be made to attract more candidates? 

9. Are we proactive with informing residents, staff, and families of changes? 

10. Are we using our current EHR software to its fullest? 

11. Are there other outside resources we should be using? 

Meet frequently, make the most of your time together, and know that evaluating and changing the way you do things is necessary. As Picasso once said, “Our goals can only be reached through a vehicle of a plan, in which we must fervently believe, and upon which we must vigorously act. There is no other route to success.” 

Nursing Homes Note

By Lynn Fossen, VP of AHI Consulting

Re: QSO Memo 22-08 NH -Staffing Turnover and Weekend Staffing

Allow me to point out the 1:2 punch from CMS in one of the recent QSO’s for SNF’s. The QSO is making the staffing patterns more visible to the public by requiring facilities to share their weekend nursing hours as well as their staff turnover rate. This information will appear on the Medicare.gov Care Compare website beginning in January of 2022. This data will also impact facility 5-star rating scores starting in July of 2022.

The level of weekend staffing, including RNs, LPNs, and CNAs, is reported over a quarter indicating the number of hours worked per day.

Staff turnover will be reported by looking at the data over the last year. Reporting will include the percentage of RN staff that have left the facility, total nurse staff that have left the facility {comma} and the number of administrators that have left the facility.

It will be imperative that you report the data correctly. Remember to link employee identifiers to ensure accuracy in data submission. To learn more, click on the links within the QSO by visiting:

https://www.cms.gov/files/document/qso-22-08-nh.pdf 

Let us all simply be honest for a moment. I personally cannot help but feel a bit negative regarding the QSO as it was pushed out at a time when we are struggling with staffing in the middle of a pandemic.

We know you are in the middle of managing staffing at a crisis level at your facilities which makes this step an even more jagged pill to swallow.

An interesting side note: CMS has identified that when there is turnover within the LNHA and with leadership in the nursing department there is fallout resulting in reduced quality. What? Wow, wait what? We did not know that, right? Okay, I hear you grumbling and I agree with you! Of course, there is fallout.

The upside is that CMS wants the data on staffing. They will be forced to face the problem with hard facts and hopefully do something to help facilities. We need CMS and our governing body to recognize the needs of long-term care. It is hard to argue with analytical data. To that end, I remain hopeful there is a wake-up call that will lead to the change we have been waiting for regarding care of the elderly.

Day In the Life of a Consultant

In healthcare, there must be teamwork. All departments have their specific responsibilities and when everyone does their part, it is wonderful. The day I’m sharing with you starts out with MDH entering the building of LTC, first thing in the morning. A hot summer morning. Raining with thunder and lightning, which happened to blow one of the LTC electrical circuits.

Maintenance: showed up quickly with extension cords for each unit to utilize with the emergency outlets, needed for tube feedings, electrical beds, fans to provide circulation on each unit and each wing, making sure the facility is within emergency preparedness.

Nursing: had increased anxiety due to MDH being in the building. As the nurse manager, I had to not only see to the requests from MDH, but I also had to encourage staff to manage and prioritize which residents needed electricity; air mattresses, tube feeders, IV medications. Nursing assistants worked together to strategically do cares, frequently rounding to provide residents their needs. Being mindful to turn and reposition those with wounds, monitor diabetics, and monitor frequent fallers.

Therapy: helped with moving residents closer to the emergency outlets, frequent rounding on each unit and rooms since call lights were not working. Therapy came up with a plan to get a resident down the stairs safely in a wheelchair so they could get to their dialysis appointment.

Dietary: quickly came up with a plan to feed the residents, to get the food to each unit because of the elevators not working, and to be mindful of all specific diets and allergies.

Therapeutic & Recreation: was so helpful at being mindful of the residents who have a history of being anxious, helping to distract and assure safety while the electricity was out.

With all this happening, MDH stayed to complete their investigation. Staff was pulled in so many directions, having to conceal their anxiety that usual arises when MDH enters, continuing to follow protocols and policies; keeping up with PPE, nursing doing all their checks before giving medications, making sure to keep HIPPA in mind.

MDH included in their report how impressed they were to see such teamwork from all departments. It was truly a memorable day, to have such chaos but it felt as though we were a well-oiled machine; staff was not complaining or making statements such as “that’s not my resident”. Teamwork makes it all possible.

By Nichelle Hall, AHI Nurse Consultant

The COVID-19 pandemic, then, now and self-care tips

Written by Jessica Harvey, AHI RN Consultant

When the COVID-19 pandemic was declared in March of 2020, very quickly the realization was made that there was not enough personal protective equipment available to effectively protect our healthcare workers as they provided care to our loved ones in hospitals, long term care facilities, assisted living facilities, and other care settings. However, communities pulled together the best they could to support those in the healthcare arena.  Nurses, nursing assistants, EMT’s, paramedics, etc. were touted as heroes of the pandemic, bravely forging ahead, re-using PPE, caring for the sick.  

Fast forward through over a year of this pandemic. There is enough PPE available so that it does not need to be re-used for days on end. There is also a vaccine that reduces the severity of COVID-19 symptoms and overall illness if the disease is caught. Yet, healthcare workers are tired, exhausted, and burnt out. In truth, almost everyone is tired of the pandemic, tired of quarantines, mask wearing, and social distancing. We are all dealing with a level of stress that is unprecedented. With this level of stress and exhaustion, we have gone from supporting each other through the pandemic to arguments over vaccination status and vaccination mandates. 

The hard truth is that we lost a lot of healthcare workers through the pandemic due to illness, exhaustion, early retirement, and career changes. Now, with the addition of vaccine mandates we are losing more staff than the healthcare industry can replace and there does not appear to be a light at the end of the tunnel of workforce shortages. Yet, there are those healthcare workers that will forge on and provide the best care that they can with the resources they have. Please remember, that you cannot continue to pull from a well that is dry, and you cannot expect other staff to do so either. Self-care is as important as it has ever been, if not more so.  

There are many different ways to practice self-care that does not involve taking a vacation or leaving town. There a many simple things that can be done.  

-Take a break when needed. It’s okay to step away for five minutes to take a breath or cry or scream, however you need to decompress quickly and recenter. 

-Go outside during your breaks or lunch, especially when it’s sunny out and soak in the sun. 

-Get an adequate amount of sleep, shoot for 8 hours of solid sleep. 

-Disconnect from electronics and television during days off, the weekends, and/or after work hours. 

-Exercise, for even 30 minutes a day, it will boost your endorphins and give you an outlet to shed your stress. 

-Meditate or practice mindfulness. 

-Learn a deep breathing technique that takes minutes to do but can melt away stress. 

-Connect with loved ones and friends, just a phone call can be beneficial. 

-Schedule a coffee, lunch, happy hour, or dinner date with a friend. 

-Recognize if you need to talk to a professional and reach out, there are many mental health professionals available and many different ways to establish that relationship that don’t involve sitting in someone’s office. 

Managers, leaders… what’s the difference?!

Take a moment and think back on the different positions you’ve held in your career. Think about your managers, leaders, mentors, and co-workers – what qualities stood out to you that you may have integrated into your own leadership style? What have you experienced that might have caused you to think “I would act differently in this situation”? As managers, we are in a position to tremendously impact our employees’ lives every single day. We have a responsibility to our staff to inspire, teach, and develop.  

Research has found that being a manager is more about your position & title. Being a leader is more about who you are. That’s not to say that “manager” is a dirty word, however – managers can be leaders, but leaders don’t necessarily have to be managers. It’s all about finding the balance and understanding the difference. Let’s talk about that difference.  

Merriam-Webster defines manager as “one that manages: such as a) a person who conducts business; b) a person whose work or profession is management; and c) a person who directs a team”. A manager typically oversees the day-to-day operations. Employees report to them, and they give clear delegation. Managers assign tasks. Managers are work-focused, with a mindset of “what is the work and how do I get it done”. Managers typically have power, given their title, and most will take credit for the team exercising power over people.  

Merriam-Webster defines leader as “a person who leads: such as a) a guide or conductor; b) a person who directs a military force or unit; and c) a person who has commanding authority or influence”. A leader builds the vision and inspires others. Leaders don’t just “talk the talk”, they walk the talk. Instead of just saying do this or do that, they say “this is how you do it, let me show you and let me help you”. Leaders empower their employees to feel confident in independent problem-solving. Leaders are people-focused and earn the loyalty of followers; whereas managers have direct reports that are mostly just there to earn a paycheck. Leaders deflect the credit back onto their team and aren’t concerned with any specific title. 

As a leader you should constantly be looking to develop and coach others. This helps you build a strong team of people who are committed to the success of the organization. Listen to your teammates, and actually hear what they are saying. Create opportunities for your teammates to have their voices matter. Give them the autonomy to implement their own ideas in their work when appropriate. Embrace and foster change; as the old saying goes, the only constant in life is change.  

Being a leader is one of the most rewarding roles you will have. When you shine the light on others and lift people up, it only reflects positively on you. 

Embracing Remote Work in Long Term Care: A Solution to Staffing Shortages

The long-term care industry has been facing staffing shortages for quite some time, and the situation has become more critical in recent years. As the need for qualified professionals in nursing homes, assisted living facilities, and other care settings grows, it's essential for organizations to embrace innovative solutions to overcome these challenges. One such solution is leveraging remote work options. Historically, we in the industry have been slow to adopt new technology and workflow changes, but the advantages of remote work cannot be ignored any longer.  

Advantages of Remote Work in Long Term Care: 

• Access to a Wider Talent Pool: Remote work allows organizations to tap into a broader and more diverse pool of professionals from across the nation. By removing geographical constraints, organizations can find qualified candidates with unique skill sets and experiences that contribute to the growth and development of the organization. 

• Increased Employee Satisfaction: Offering remote work options can significantly increase employee satisfaction, as it enables workers to achieve a better work-life balance. This flexibility can lead to higher levels of engagement, productivity, and retention, which ultimately benefits the facility and the residents they serve. 

• Cost Savings: Remote work can offer potential cost savings for both organizations and employees. Organizations can save on office space and utilities, while remote workers may be more willing to accept part-time. Alternatively, you may be able to share hours between facilities to get full-time hours if your remote employee needs them. This flexibility allows care facilities to scale their workforce efficiently and economically. 

Tools to Facilitate Remote Work: 

• Video Conferencing Platforms: Utilizing platforms like Zoom or Microsoft Teams enables remote employees to interact with their teams during clinical and interdisciplinary team meetings. These tools help maintain clear communication and collaboration among staff members, ensuring everyone stays informed and aligned with the organization's goals. 

• Affordable Teleconferencing Equipment: The widespread adoption of remote work has made teleconferencing equipment more accessible and affordable than ever. Many teleconferencing speakers and microphones are now available for as little as $50, connecting easily to both phones and laptops to provide high-quality audio for remote meetings. 

Many facilities have been experimenting with fully remote or hybrid work options for various roles. Some positions that have shown success in remote work settings include MDS coordinators and social workers. By offering remote work options for these roles, organizations can maintain a high level of care while attracting and retaining top talent. 

As we continue to grapple with staffing shortages, embracing remote work options offers a viable solution to attract and retain qualified professionals. By leveraging the advantages of remote work, organizations can access a broader talent pool, increase employee satisfaction, and potentially save on costs.  

Are you ready to implement remote work strategies in your facility? Let AHI help you navigate the process and find the best solutions tailored to your needs. Contact us today and together, we'll create a flexible workforce that's equipped to face the future! 

Putting Staff First: Workforce Management During the Crisis

By Chris Blomquist, RN, BSN, QCP, Regional Director of Skilled Nursing - MN

The healthcare industry is currently experiencing a staffing crisis that is affecting nursing homes across the country. Staff are tired, stressed, and jaded to the point where many are considering leaving the industry altogether. The AACN estimates that 100,000 nurses left the field between 2020-2021, and there will be more than 200,000 openings every year through the end of the decade. The shortage of skilled professionals will continue to put a strain on the healthcare system, making it more important than ever to prioritize the well-being of staff members. 

Healthcare has often focused on patients first, but this often has the unintended consequence of treating nursing staff like just another cog in the machine. By flipping the staffing model upside down and prioritizing staff needs, we can create a positive cycle where well-cared-for staff can provide quality care to residents. In turn, satisfied residents are more likely to stay and recommend the facility to others, resulting in a successful business. 

There are no one-size-fits-all solutions, but if you keep in mind "DIVA," your staff will be the star of the show in no time! 

Diversity: Leverage staff diversity to show you care! 

• Non-Christian staff may be willing to work on Christmas if you give them their preferred holiday off (Eid, Passover, or Diwali). 

• Often, our foreign-born employees need to travel home to visit family. Be proactive and engage employees who may need an extended LOA. Don’t make them quit and reapply. Are you sure they’ll pick your building when they come back? 

Incentives: Review your incentives to be sure they are encouraging the behavior you want. 

• Consider incentivizing staff with pick-up bonuses ahead of time by providing incentives for open shifts a month/pay period out instead of at the last minute when you’re in crisis mode. 

• Ask your staff what they would find motivating or what would make their work easier! 

Voice: Giving staff a voice improves retention and job satisfaction. 

• Start with "yes" when you receive an unusual request and work together to find a creative solution with the employee. 

• Approve PTO automatically if they have provided enough notice. 

Avoid Guilt: Respect employees' autonomy and provide safety valves to avoid losing staff to disciplinary actions where appropriate. 

• If an employee says no to picking up a shift, respect the decision. Don’t keep calling back every day until they change their mind. 

• Create a system to help employees struggling with absences by giving them ways to earn absence points back if they pick up unpopular shifts. 

At AHI, we believe that taking care of staff leads to better care for residents and a successful business, and better outcomes for residents. By prioritizing staff needs and well-being, nursing homes can create a culture of mutual respect and improve retention. Let's flip the staffing model upside down and prioritize staff needs and make nursing homes a better place to work and live. 

The Mandate Debate

Written by Chris Blomquist, AHI Corporate RN Consultant

The recent debates surrounding the mandate have raised tensions for both our residents and staff recently and have exacerbated our workforce struggles in some instances.  This has left many facility leaders wondering how to balance the operational needs such as staffing with the mandates coming from state and federal agencies. Even though it can sometimes feel that the situation is out of our control, there are a few things that we can do to ease the fears of our friends, staff, and coworkers.

1. Remind staff that the mandate is not in effect yet and that the details are not known. There is still a possibility that there will be options for ongoing testing in lieu of vaccination or that exceptions will be allowed in certain circumstances. Encourage your staff to put off making employment decisions until the full details are known.

2. Keep your personal feelings out of the picture when discussing the mandate with staff and coworkers. As a leader we need to always do what is best for our residents and the facility; Keep the discussion fact-based and focus on the regulations and rules.

3. Understand that because of how polarized the debate has become in many areas you will face an uphill battle to change minds. Don’t try to “convert” others, instead, listen to their thoughts, fears, and worries in a non-judgmental way. A trusted friend or confidant holds much more sway than a preachy manager.

4. Connect with local community leaders, influencers, and clergy who publicly resist vaccination efforts and host a round table discussion on the implications. Even if they oppose the mandate, there is the potential for them to be a part of the solution in some form. Loss of funding is often the chief means of enforcement for government mandates; For many of these people, the thought of losing the ability to provide eldercare or the loss of jobs in the community may be just what you need to bring them to the table.

5. Identify an informal leader in your building. Nearly every worksite has a person outside of the management team whom everyone respects, trusts and goes to with concerns; bring this person “to the table” and including them in relevant discussions where possible. Having a staff vaccination champion can go a long way towards building support during difficult times.

6. Write your congressman or legislator and tell them what you are up against. Many voices make a choir that cannot be ignored.

7. Remember that this too shall pass. None of us joined this field for riches or fame. We are all here because we want to make a difference in the lives of those who are most vulnerable. Take time to reflect on the trials and triumphs of past years. Discuss these wins with those who may be on the verge of leaving the industry altogether. Sometimes a little perspective is all we need to get through the day.

I wish that I could offer you a magic bullet to solve all the challenges facing our industry. Please remember that what we all do matters to the thousands of elders across the country. Your tireless effort allows them a measure of comfort and dignity when they are at their most vulnerable.

Professional Boundaries in Staff-Resident Relationships

Written by Linda Hall, AHI RN Consultant

Residents expect staff to always act in their best interest by respecting their privacy, dignity, and decision-making autonomy. To maintain resident trust, foster a person-centered environment, and avoid breaching Bill of Rights or privacy regulations, staff must interact with residents in a manner consistent with professional boundaries.

In settings where professional boundaries are established and expected, lapses are often unintentional and even viewed as being helpful to a resident or group of residents. A professional boundary is crossed when staff act in a way that results in an unfavorable effect on resident wellbeing. Examples include:

· Sharing resident information with other residents or their family members

· Gossiping about a resident with other team members

· Sharing resident information on social media including photos on Facebook

· Believing you are the only one who truly understands a residents needs

· Showing favoritism for a particular resident/over involvement with one or more residents

· Meeting residents socially when not at work which can lead to a disrupted or complicated professional/work relationship (e.g. Resident- “I thought you were my friend!”)

· Discussing your personal problems with a resident resulting in role reversal

· Discussing your frustrations about your job (e.g. pay, hours, workload, co-workers)

· Serving as a resident’s confidante (e.g. keeping secrets) that as a result negatively affects the resident’s relationships with his/her family or other health care providers

When considering whether an action is a potential boundary violation, ask this question, “Am I serving the resident or attempting to meet my needs or the needs of other residents/interested parties?”

In the end, particularly in reference to a resident’s personal information, it is not up to a team member to decide whether personal information regarding a resident can/should be shared or discussed with other residents or resident families. The source of shared information should always be the resident or resident’s responsible person.

Here are two examples of professional boundary crossing:

Scenario #1

May Smith is a well-known and popular resident in the community. During breakfast, a group of residents realize they haven’t seen May for two days. A CNA, Stella, happens to walk by the table as the residents discuss the possible reasons May is missing. One resident asks Stella about May and why she hasn’t been around. Stella, who feels uncomfortable with the question, but doesn’t want the residents to worry about May says, “May had a pretty bad heart attack two days ago and is in the hospital. I heard she is pretty sick, but I am sure she will be OK.” (Privacy breach)

By sharing information about May, Stella relieved any discomfort she may have felt by not giving the residents an answer to their question and most likely believes she helped the residents by sharing why May has been absent. What really happened is Stella focused on her own need as well as the resident’s needs, not May’s right to privacy. A better way to have handled the situation could have been simply stating, “I know you are concerned about May. While I can’t give you specific details for privacy reasons, I can tell you she is safe.”

Scenario #2

While getting her mail, Olga Swenson asks Lana the concierge whether she wants to join her for dinner. Lana enjoys talking to Olga and misses her own mother who passed away last year. Like her mother, Olga loves flowers, and they often talk about gardening.

When Lana ends her shift, she calls Olga in her apartment and drives her car around to pick Olga up at the front door (could be seen as favoritism). At the restaurant, Lana and Olga order a glass of wine and begin discussing their favorite flowers. As the conversation progresses Olga asks Lana how many tulip bulbs she will plant this year. Lana’s happy demeanor suddenly turns dark as she explains that she won’t be planting any bulbs because she and her husband may need to file bankruptcy because of mounting hospital bills related to her husband’s chronic illness (sharing personal problems).

After a few moments of silence, Olga says, “You are like a daughter to me. I can’t stand the thought of you being unhappy. I want to buy you dinner and give you money to buy some tulip bulbs.” Please tell me more about your husband’s illness. I want to give you support during this difficult time (role reversal).

In this situation, it is not about enjoying conversation with someone and sharing information such as hobbies you enjoy, a child starting school, the trip you just returned from or are planning. It is about the conversation being of interest to the resident and a way to engage the resident in meaningful discussion and activity; it should never be for the purpose of fulfilling a personal need.

The Vital Role of Effective Communication and Training in Skilled Nursing Facilities

by Chris Sloan, ALM – Operations Specialist, AZ 

Within the realm of skilled nursing facilities, the twin pillars of effective communication and comprehensive staff training stand as the linchpins for delivering exceptional care to residents. These two foundational elements serve as the cornerstone, ensuring that staff members are well-prepared to meet the unique needs of elderly and disabled individuals under their care. In this blog, we will delve into the profound significance of these facets.  

The Crucial Role of Effective Communication 

Effective communication is the lifeblood of any successful organization, and its significance amplifies within the healthcare sector, particularly in the context of skilled nursing facilities. Let's explore why this is the case: 

• Patient-Centered Care: Skilled nursing facilities house residents with intricate medical conditions, necessitating specialized care. Effective communication between staff and residents ensures not only the recognition of residents' needs and preferences but also their precise fulfillment. 

• Interdisciplinary Collaboration: These facilities operate with a multifaceted team comprising nurses, therapists, doctors, and support staff. Transparent communication among team members is essential to seamlessly coordinate care, monitor progress, and promptly address emerging concerns. 

• Engaging Families: Families entrust their loved ones to these facilities, and it is crucial to maintain clear and consistent communication with residents' families. This fosters trust and provides reassurance regarding their relative's health and overall well-being. 

• Safety Assurance: Miscommunication can lead to medication errors, accidents, and other adverse incidents. Ensuring that all staff members fully grasp and adhere to established communication protocols serves as a critical safeguard against such mishaps. 

• Enhancing Quality of Life: Residents in these facilities often rely on staff for social interaction and companionship. Effective communication has the transformative potential to elevate the overall quality of life for residents by nurturing meaningful connections. 

The Significance of Comprehensive Training 

In skilled nursing facilities, staff members must undergo rigorous training to provide safe and competent care. Here's an in-depth look at why training is pivotal: 

• Ensuring Patient Safety: Adequate training ensures that staff members are well-versed in infection control, fall prevention, and other critical safety measures, thereby significantly reducing the risk of accidents and complications. 

• Regulatory Compliance: Skilled nursing facilities navigate a complex landscape of regulations and guidelines. Proper training keeps staff members up to date on these requirements, minimizing the risk of legal and financial consequences. 

• Upholding Quality Care: Training programs equip staff with the knowledge and skills necessary to deliver top-tier care, which directly influences residents' overall well-being. 

• Fostering Professional Growth: Effective training also serves as a pathway for staff members' career development. Many nurses and aides commence their careers in skilled nursing facilities, making training a steppingstone towards a successful future in healthcare. 

• Embracing Adaptability: The healthcare sector is in a constant state of evolution. Regular training ensures that staff members can adeptly adapt to new technologies, treatments, and protocols, positioning them at the vanguard of healthcare practices. 

In summation, effective communication and training are the bedrock of success in skilled nursing facilities. By embracing open and clear communication, these facilities can enhance the care of their residents, foster a culture of teamwork, and build trust with residents' families. Concurrently, comprehensive training ensures that staff members are well-prepared to offer safe, high-quality care while remaining compliant with all regulations. By prioritizing these two pivotal components, skilled nursing facilities can elevate the well-being of their residents and cultivate a positive, nurturing environment for both staff and patients alike. 

AHI Thank You Video for Client Appreciation Month

In honor of client appreciation month, the AHI Team would like to personally thank our valued clients that work so hard each and every day in their communities to take care of the residents or patients they serve.  It is a privilege to work by your side and support you every step of the way!

Change is hard. Or is it?

Change can be hard for people in any capacity.  In an organization, change is successful when you have a leader who can guide their staff through the following eight steps.

Step 1 – Produce a sense of urgency for the change

Sometimes change is needed. Other times change is forced upon us. Regardless of the type of change leaders must communicate the change to their staff, the reasoning behind the change and be supportive of the change.

Step 2 – Forming a powerful guiding coalition

A leader’s job is to guide their staff by establishing a clear understanding of the problems and opportunities.  They need to create buy in and establish trust and communication.  The group needs to cooperate as a team to achieve their goals. 

Step 3 – Creating vision

A shared vision needs to be established by the team to guide the change effort.

Step 4 – Communicating the vision

A leader and team need to communicate out the vision through many facets and take the time to help people get on board. To clearly communicate the goals of change, people need to understand why these changes are necessary.

Step 5 – Guiding the new direction by removing obstacles

The team needs to brainstorm any obstacles that may arise and figure out how to work past them to continue moving forward.

Step 6 – Planning and creating progress

This is an opportunity to assess performance and make any necessary improvements.

Step 7 – Improvements occur and produce more change

Instead of declaring victory, leaders of successful efforts use the credibility afforded by short-term wins to tackle even bigger problems.  They go after systems and structures that are not consistent with the transformational vision and have not been confronted before

Step 8 – Ensure sustainability

New approaches are implemented. The changes just become the new “normal.” Leaders look for connections between the changes that occur and new achievements. Lastly, steps are put into place to ensure that organizational success is sustainable.  Education of the leaders of tomorrow helps the change to live on.