Nine Years of Service (Part 3 of 3)

This month, our company celebrates nine years in business. As a founding partner of Elder Care Guides, I've enjoyed this opportunity to reflect on how far we've come, and how much we've accomplished for and with our clients. In this final post, I'll recount three more of my favorite memories from my first nine years as a part of this company:

7) Several years ago, in an effort to reconnect a frail and disabled elderly woman to a forgotten passion, one of our care managers helped a client who lived in a skilled nursing facility procure the supplies she would need to take up a unique form of painting she had mastered as a young woman. I will never forget the transformation that this client underwent, as she not only revived her old skills, but in fact taught them to her own art therapist. We arranged an art show at her facility, wherein several of her pieces were displayed and sold. I was so proud of our team, for not only providing for this client's basic care needs, but for helping her connect to this part of herself that she was able to pass along to the next generation.

8) Not long ago, a dear client whose care I had managed for many years passed away, and when I walked into the office the next morning, I was met with hugs from my colleagues, who shared funny memories of him, and joined me in my grief. I loved not only the fact that I was not expected to "be a professional" in that moment, and instead felt free to process the sadness of the personal loss, but I also loved the fact that every member of the Elder Care Guides team actually knew him. In our many years of providing care management and caregiving services for him, everyone on our staff had met him, knew his family, and understood his quirky personality. I'd often spoken of the merits of our team approach, and had never felt it more profoundly than in that moment.

9) Last year, I was elected to the Board of Directors of the National Association of Professional Geriatric Care Managers (NAPGCM), the organization that provides standards of practice and ethics for care managers, promotes certification, and provides continuing education for care managers nationwide. I'm deeply proud of Elder Care Guides' commitment to service and professional leadership with NAPGCM and in our local community.

Cheers to a great first nine! Here's to many more.

Nine Years of Service (Part 2 of 3)

This month, our company celebrates nine years in business. As a founding partner of Elder Care Guides, I've enjoyed this opportunity to reflect on how far we've come, and how much we've accomplished for and with our clients. In this series of posts, I recount nine of my favorite memories from my first nine years as a part of this company:

4) In 2007, Susan Valoff (who was then a colleague working at another local care management agency) and I co-chaired a committee that planned the annual educational conference of the Western Regional Chapter of the National Association of Professional Geriatric Care Managers (NAPGCM). To do so, we enlisted the help of several of our local care manager colleagues, providing many of us with our first opportunities to get to know one another. From this very positive experience of working together, we formed the local unit of NAPGCM, which continues to meet six times per year for professional education and collaboration. I'm deeply proud to work in an industry that is collaborative, rather than competitive, at its core. (Not to mention that just a few years later, Susan would join our team at Elder Care Guides, becoming a partner in the business and the foundation of our great clinical team.)

5) In 2008, we moved from our humble home office beginnings into a beautiful leased office space in Liberty Station. Our office in Historic Building 28 is a set of restored barracks, built when this property was the Naval Training Center (NTC). It was an area of San Diego that is full of historical importance, and personal memories for our clients (many of whom were WWII veterans), and their families.

6) Three years ago, one of our caregiver employees received the award for Outstanding Home Care Service from the California Association of Health Services at Home (CAHSAH). The award is given in Sacramento annually to an individual who is "directly involved in day-to-day care and has consistently provided outstanding service to patients in their homes." An employee of Elder Care Guides since 2004, today she continues to embody our philosophy of client-centered care.

Ten things you might not know about Elder Care Guides

Proud to have been nominated as a top ten finalist in this year's "San Diego's Best" Union-Tribune readers poll, we'd like to share ten things that you might not know about Elder Care Guides, and why we are deserving of your vote as the top In-Home Eldercare Services provider in San Diego County:

1) Independently-owned: We are an independent, locally-owned company, which affords us the freedom to be flexible, creative, and keep our clients at the center of our business at all times.

2) Interdisciplinary team: Our professional team represents a variety of disciplines, including social work, nursing, gerontology, recreation therapy, and counseling. Our collaborative approach to geriatric care management means that each of our clients benefits from the experience, training, and perspective of this well-rounded team.

3) Access to the top professional caregivers: We have a staff of experienced and vetted professional caregiver employees, and are also able to partner with some of the top home care agencies in San Diego as needed in order to find the perfect match of skills, experience, and personality for each of our clients.

4) Leadership: Each member of our clinical team is an actively involved member of the National Association of Professional Geriatric Care Managers (NAPGCM). Our President is a Fellow of the association, our Vice President of Client Services is on the association's Board of Directors, and our Vice President of Clinical Services is the chair of NAPGCM's local unit. We are committed to promoting high standards and ethics for professional care managers across the country.

5) Certification: All of our care managers are either certified, or are certification-eligible and actively working toward the completion of their certificate under the supervision of Susan Valoff, LCSW, our Vice President of Clinical Services. Although certification is voluntary, Elder Care Guides covers the cost of certification for our staff, and believes that there is value for our clients and their families in the ongoing supervision and education that certification requires.

6) On-call system: Our clinical team is available 24-hours per day, 365 days per year, to respond and assist our clients and their families in the event of an emergency. We handle our after-hours on-call system internally, meaning that day or night, when families reach out to Elder Care Guides for assistance, they will reach a professional who is familiar with their individual situation, and ready to respond.

7) Service areas: Elder Care Guides provides comprehensive assessment, care planning, and care management services not only to older adults with physical and cognitive disabilities, but also has the expertise to work with adults with serious mental illness and developmental disabilities. We have been providing care management services to families throughout San Diego County since 2004.

8) CAHSAH certification: Elder Care Guides is a certified home care provider through the California Association of Health Services at Home (CAHSAH), a voluntary certification that demonstrates our commitment to sound business practices that protect the safety and welfare of our clients.

9) BBB accreditation: Accredited members of the Better Business Bureau since 2008, we are proud of our A+ rating.

10) Company culture: For the members of our team, Elder Care Guides is more than a place of employment. It's an opportunity to grow, learn, and be of service while working alongside some of the best professionals in the field. We are dedicated to a company culture that emphasizes professionalism, autonomy, collaboration, and full employee engagement.

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The voting process is simple. CLICK HERE to visit the "Healthy Living" categories of the poll, and go to "In-Home Eldercare Services," where you will find us listed. You'll need to register on the website (it only takes a moment) the first time you vote. You can vote daily between now and July 7th, and to place future votes you need only log on with your email address and password. We appreciate your support, and welcome you to tell friends, family, and colleagues about the contest as well.

If we may answer any further questions about our company or the services that we provide, please feel free to leave them in the "Comments" section below, and we'll be glad to provide further information.

Are Your Employees Orange?

We have spoken earlier about the great research done by Chester Elton and Adrian Gostick in The Carrot Principle, a book about employee engagement and the effects of recognition in the workplace. The authors have done it again, this time in The Orange Revolution, which discusses teamwork. The book encompasses what makes a great team, and how an "orange" team, or one with a high sense of unity in a common goal, achieves breakthrough, positive results.

Teams exist in almost every organization, in every arena. The elder care industry is no exception, especially when you consider geriatric care management, and the team it takes to care for an elder in their home. Elton and Gostick found that once an initial level of basic competence is met, there are 5 key factors every team needs in order to achieve "orange" status and be effective:

• Goal Setting (knowing where the team is going)
• Communication (wise use of your voice and ears)
• Trust (believing in others and being trustworthy)
• Accountability (doing what you say you will do)
• Recognition (appreciating others' strengths and contributions)

A geriatric care manager and an organization that employs caregivers to the elderly has a key responsibility to ensure their employees are humming the same tune when it comes to those five factors. Supervisors who set clear goals, encourage and provide detailed communication, build trust, hold team members accountable, and recognize great work will undoubtedly have an engaged team environment built around the client.

Since October brings us lots of orange in pumpkins, Halloween, and harvest colors, I encourage you to survey your employees and client care teams to see if they are engaged and orange, too.

The Power of Purpose

The February issue of HR Magazine hit the nail on the head with Haley Rushing's article, "Managing with the Power of Purpose." The central theme of the article suggests that a successful career and a successful business begin with a sense of purpose for what the employees are doing. Yes, the goal of any business is to make money. However, unless the employee working for that business believes in what they are doing, and are inspired by the goals and objectives of the business, the profit will not come.

Elder Care Guides is proud of our mission statement, which centers on bringing purpose to our clients and employees:

We better the lives of elders in San Diego County living with functional impairments by providing professional care management services that center on the goals of the individual, and foster within the elder a lifelong sense of purpose. We believe that:

• by cultivating every client’s unique sense of purpose, we help them develop a meaningful elderhood with a high quality of life.
• by identifying and reinforcing the strengths of our clients, we promote the development of healthy relationships of interdependence amongst the elder, their family, and other supports.
• our employees are fundamental to our success, and their full engagement enhances the services we provide.
• professional caregivers who are employed by an agency and work as a team with a geriatric care manager deliver the best outcomes for our clients.
• the standards and ethics of the National Association of Professional Geriatric Care Managers provide a solid foundation for our clinical and business practices.

Defining a company culture begins with the company's purpose. Key questions the Rushing article posed include:

• Why does the organization exist?
• What difference is the organization making in people's lives?
• What do the employees strive for, and do their goals match the organizations goals?

Employees are an organization's most important clients. Guiding employees to define their own sense of purpose, then showing them how their desires align with the companies mission and vision is the central component of a successful business. Master that connection, and the revenue will follow.

Caregiver Retention and Turnover: Are You Ready for the Recession Rebound?

The caregiving profession is notorious for turnover. The nature of the business dictates it, and human resource professionals hear every day "I need to work." Although we do our best to keep good employees with as much work as they'd like, it isn't always possible. Due to the recession, however, caregivers have stayed with their employers as active, steady clients have been few and far between for all home care companies. The total employee turnover rate in the U.S. was 16% in 2007, and only 8% in 2009.

The economy is going to recover though. Economists predict a slow, steady recovery, and we have already seen signs of hope. The last piece to regain strength will be employment, but employers need to get ready. Two-thirds of U.S. employees are expected to turnover as the recession deminishes, and that number is even greater for professional caregivers. All those caregivers who have been faithfully sticking by their employers, will start looking elsewhere if they can't get a steady case. Do you want to keep your key employees? What can you be doing to ensure good caregivers don't seek employment at the agency down the street?

We have spoken in this blog before about employee engagement and satisfaction. It's time to start developing a company culture that makes caregivers want to stay, because the economic impact of losing solid, top employee is too great. The most successful retention strategies encompass many factors, including employee engagement, high employer communication, and decentralized management involvement. When employees hear consistent and constant feedback from all levels of the organization, it creates a high sense of belonging and in turn, reduces the desire to seek employment elsewhere. Do your employees know what the company mission and vision is? Are you soliciting ideas from your caregivers on how they can help the growth of the company? We have all heard of exit interviews, but how about STAY interviews?

Employee retention and turnover is a process, not an event. Making sure employees know how essential they are in the success of the business will undoubtedly make them feel valued. Caregivers who are treated as professionals and feel valued and a senses of belonging are the ones that will stay.