I recently had the opportunity to moderate a panel discussion at the SHINE Senior Care HR Executive Summit. The panel was entitled “The Trifecta Tsunami – Minimum Wage, Overtime, Living Wage, and Paid Leave. Senior Care and the New Normal”. Yes, the title is a mouthful. And it’s an important topic for any labor dependent business.
Wage stagnation and income inequality are pervasive topics in the media. Wage initiatives at the local, state and federal levels are putting pressure on labor costs that create challenges both from a financial and administrative standpoint. And organizations can’t pass all these increases along to their clients. Recruiting and retention are impacted. Organizations are challenged to find enough workers, with adequate education and training, to fill their jobs.
In the senior living industry, talent truly is everything. From dining to clinical staff, it takes a lot of people with a strong service ethic to make these organizations successful. The jobs can be tough, and often the employees they need can often find equivalent or higher wages at jobs that are easier to perform. Seniors and their families in many cases are literally trusting these providers with their lives, and have high expectations of the service levels from providers.
The panelists I interviewed are all leaders in Senior Living organizations, and all face these challenges:
- Denise Rabidoux, President and CEO EHM Senior Solutions
- Lynne Katzmann, President and CEO Juniper Communities
- Dana Ullom-Vucelich, CHRO, Ohio Presbyterian
- Matt Broman, Director HR, ERA Living
They are all executing strategies to pay competitive – and compliant – wages while still meeting their overall financial objectives. You can listen in to our conversation by clicking on the podcast link below. The first minute or so was cut off, however the opening remarks are captured in the text above.
- What is your philosophy on raising wages significantly? Are you rising to the minimums required or getting ahead of that curve?
- What specific challenges do you face and what strategic measures are you taking when managing the “trifecta” impact of living/minimum wage increases, FSLA overtime rules changing and paid time off?
- How do considerations of talent recruitment impact your wage strategy?
- What strategies are you employing to mitigate the pressures of rising labor costs while retaining the right people?
Change is hard, especially when you have to change longstanding habits. New York City Health & Racquet Club helps people to make changes to become healthier. Robin Mitnick, the organization’s Director of Payroll, has driven in a lot of change at the organization in the last few years. Robin manages payroll for anywhere between 700 and 900 employees. When they decided that they needed a more scaleable approach to managing their scheduling and time and attendance, they chose Kronos to help them. Robin agreed to do an interview with the Workforce Institute to talk about how she made these changes in a way that managers and employees felt good about the final solution.
If you’re preparing for the deployment of a new technology solution for your organization, listen in to hear how Robin was able to make major changes that led to better manager and employee satisfaction. In our conversation, Robin provide answers to the following questions:
- What business challenges you were facing at New York Health & Racquet Club that led you to the conclusion you needed a new approach?
- You have a variety of hourly positions at your organization, many of which are tricky to schedule and retain. Can you talk a bit about the different types of employees you have and how your use of technology has impacted both employees and their managers?
- Changes like this can be challenging. How did you manage the different rollouts with your employees?
- You implemented your solution in the cloud. What advice would you give people here today who might be evaluating the pros and cons of cloud vs. onsite deployment?
Click on the play button below to hear our conversation.
What change management tips would you offer to your peers who are undertaking a new technology deployment?
I’m proud to announce that our Chief Executive Officer Aron Ain was named CEO of the Year by the Mass Technology Leadership Council (MassTLC). The MassTLC Technology Leadership Awards program is the Commonwealth’s most prestigious honor for technology companies, innovators, and leaders. The Awards Gala brought together more than 800 of the region’s top tech innovators to network and celebrate the area’s best leaders, companies, and technologies. Winning companies were selected from hundreds of nominations and judged by panels of executives, investors, analysts, media, and thought leaders in 16 categories.
Aron has spent the entirety of his 37-year career at Kronos, starting as one of the company’s first employees in 1979, working his way up through the ranks and playing a role in nearly every functional department at Kronos. Since taking over as CEO in 2005, he has been the driving force in building Kronos into a $1.1 billion global cloud company with more than 30,000 customers in over 100 countries around the world. More than 40 million people use a Kronos solution every day. The MassTLC 2016 CEO of the Year award closely follows a number of other accolades Ain and Kronos have received connected to the company’s WorkInspired culture. Aron was named to Glassdoor’s Highest Rated CEO list, ranking as one of the highest-rated CEOs at large organizations in the U.S. – and top 10 in information technology – based solely on employee reviews.
The Boston Business Journal once again named Kronos a Best Place to Work, ranking the company #2 overall – and as the top technology employer – within the extra-large category of companies in Massachusetts. Kronos won Great Place to Work® Institute honors this year in Australia, Canada, and India and is Certified as a Great Place to Work® in the U.S.
How does Aron manage to balance great business results with the cultural investments required to earn recognition as a great place to work? He never forgets that the people of Kronos drive the results. When he is praised for the company’s track record, he’ll immediately flip the focus to the team of 5000 Kronites around the world who are making things happen for our customers every day. In the photo above, he’s serving lunch during our annual Thanksgiving celebration. I love this picture because it exemplifies Aron’s humility. In a The New York Times Corner Office column titled, “The Incalculable Value of a Good Boss” Aron is quoted as saying “Leading and managing people is a privilege.” And because he really believes that, his employees want to work even harder for him.
If you want to hear more from the man himself, you can listen in on an interview I did with him this year by clicking the link below. We talk about why Aron considers the Kronos culture to be a strategic weapon. If you take a few minute to listen, you’ll know why I gleefully passed my 10 year anniversary at Kronos recently. When the CEO walks the talk, it makes all the difference in the world.