| There is widely spread myth that the Senior Care | | | | assimilated, the culture has shifted and they don't like it. |
| industry somehow operates differently than the rest of | | | | It is also the reason so many people tend to follow a |
| the working world when it comes to employment. But | | | | former boss from one firm to another. |
| the reality is that employers still go through the same | | | | 4) Less Travel. Even the most jaded road warrior |
| hiring challenges when filling their senior care jobs as | | | | eventually becomes road weary and looks for a job |
| does any other industry. And the flip side of that reality | | | | that requires less airport or windshield time and more |
| is that employees leave their nursing home jobs or | | | | quality at home time. Even having the elusive VP title |
| assisted living jobs for many of the same reasons that | | | | or even a few extra thousand dollars in the year-end |
| employees in other industries leave their positions. Here | | | | paycheck, is still not enough to outweigh the lure of |
| are the top five reasons most employees of any | | | | being able to be home with family and friends on a |
| industry leave their jobs voluntarily: | | | | more regular basis. |
| 1) Money. Or similar equivalents like benefits, PTO, | | | | 5) Relocation. Sometimes the company is making the |
| education, etc. Although money isn't everything, this is | | | | person relocate and they don't want to, and |
| still the driving factor why most of the nurses and | | | | sometimes the person wants to relocate and the |
| administrators are willing to make a change in | | | | company won't let them (usually due to a spouse's job |
| employment. | | | | or child's school or health). Of course, an organization |
| 2) Upward Mobility. Oddly enough, when an employee | | | | can't move into a new market just to accommodate |
| does a job well and becomes indispensable, they often | | | | one employee, however, understanding that mobility |
| get stuck in that position with that company. No one | | | | may or may not be in the cards for a good worker |
| wants to promote them because then they would | | | | can make a big difference on overall retention. |
| have to replace them. Subsequently, the only way for | | | | So if you are finding yourself scanning your |
| a person to grow professionally is to change | | | | competitors for good nursing home jobs or perhaps |
| companies. | | | | you are a nurse looking for new RN job, be sure to do |
| 3) Culture. Whether it be a boss that just rubs them | | | | your homework. How does the new company handle |
| the wrong way, too many reports to file, or too many | | | | the above issues: Are the benefits right for you? How |
| hours without enough support, the culture of the senior | | | | about the travel? Will you like your new boss? Can |
| care company that a person works for versus the | | | | you see yourself living in this location for a long time? If |
| culture of the new company can make a big | | | | the answers to these questions fit your needs before |
| difference and be a strong motivator sometimes even | | | | you start, then you are certain to find solid company |
| canceling out money or upward mobility. This is often | | | | where you can have a long and productive senior |
| the reason employees leave an organization after a | | | | care career. |
| merger or acquisition; because even though they were | | | | |