Same Jobs, Different Attractions, Part II

The following is part two in a three-part series about identifying job benefits that are significant to different groups within your front-line work force.

By Dwayne J. Clark, Aegis Assisted Living

This second article in the series features "career caregivers," which we define as staff who look to this industry for a job that lasts. It is usually the primary means of their support. In my first article, I defined all three groups. The other two are categorized as the young workers (see last month's issue), and the volunteer workers (next month's article).

This exercise was not meant to be a scientific experiment that uses perfect measurements. We used it as a means for extracting valuable information in such a way that we could serve very important customers: our employees. We value them very much, and what we found from this research has created a basis for better understanding. It has also enabled us to know ways to appreciate who they are and what they do in ways that are meaningful to them.

Based on my earlier research, I had already made up my mind about the type of people I would find in this group of employees. I set off to prove my theories correct and back my data by interviewing 20 Aegis care managers who fit my description. I thought these people would be coy and undereducated, and lack the drive for a better job. What a pompous fool I was--nothing could have been farther from the truth. I found out a lot of truths, and the most amazing thing was what really motivated them to jump out of bed everyday to come to work. I was also surprised by their previous careers and the job offers they had turned down to work in our environment.

The following are excerpts from interviews with Aegis care managers taken from interviews conducted in February 2000.

What motivated you to come to work at Aegis?

Eleven of the 20 answered that it was their love and desire to work with the elderly. Most said they watched with great joy and satisfaction at how their work could literally transform residents' lives on a daily basis. They went on to comment that it was so satisfying to put a smile on someone's face and hear a story from their history. One 30-year-old male caregiver said he had never worked in the long-term-care industry before, but thought it would be a good experience and decided to try it. His previous job was as a bartender. The outcome is that he loves being a caregiver. I questioned how successfully this skill set could be transferred, but after meeting with him and listening to his fellow employees' praise for him, I was satisfied that he was doing a wonderful job.

The 20 people I interviewed came from all walks of life. There was a postal worker, florist, beauty-salon owner, collection agent, grocery-store clerk, warehouse manager, church music director and an optical technician. Two of them had worked in manufacturing, and seven came from healthcare backgrounds that included an ophthalmologist's office, nursing home, retirement home, and small board and cares. Three came from jobs in various parts of the service industry.

Something that really surprised me about their job histories is that 55 percent of them had left jobs that paid considerably more money. Since joining this industry, 35 percent of them had turned down job offers from companies who tried to recruit them and pay them more money. One care manager spoke about leaving a postal job paying $38,000 a year to work with seniors at an average wage of just under $17,000 a year.

This obviously begs the question of what attracts these people to this type of work, and what keeps them in this field. You must be asking yourself: Does this mean money isn't the primary driver? Well, the answer is a qualified "no." Simply stated, money is important, but it isn't the driver.

What motivated you to stay with this company at this wage and really want to come to work each day?

Besides liking their opportunity to work with elderly residents and feel that their work made a difference in someone's life, seven of them said that it was being valued as a person, not just an employee. I enjoyed having them give me examples of what this meant. One care manager spoke about how her administrator brought her balloons on New Year's Eve to thank her for working on that very special day. Others said things as simple as being able to come into an administrator's office and vent. Several commented on the little parties and barbecues that were put on for staff. More then 50 percent commented that they had friends at work and it was fun to socialize with them. A common message was that they wanted to be part of a great team that really cares.

Why did you leave your last job?

A familiar reason they gave was not being valued as an employee. One care manager told a story of being sick (unusual for her) in a previous job. When she called her boss to tell him she couldn't come in, he immediately went into orbit and demanded she come into work immediately. She refused and hung up the phone. Within a few hours she heard someone yelling outside her door. It was her boss screaming at her and demanding she come to work. Need- less to say, she quit her job.

What can the company do better?

I received some great insights here. Some were even startling. Yes, there was the expected "pay us more money," but only six of the 20 made that comment. An equal amount commented on firing poor workers. These care managers had a wonderful pride in their work and did not want the environment to be polluted by people who called in sick when they weren't, didn't genuinely care for the residents or who had a bad attitude. They were essentially asking me to partner with them in upholding a quality standard--what a great opportunity. An additional six were very thoughtful in their answers. They all had something to say about better resident care. Most dealt with improving the activities program or some minor fix to make the residents life easier, a very unselfish view.

What would you do if you were president, and what would you pay care managers?

With this question I received well-thought responses. No one said, "pay us $30 an hour" as you might suspect. Eleven of the 20 said they thought starting wages should be between $7.75 and $8 an hour and go to $9 for great performance after one year. Six said to start staff at $9 an hour going to $10 after one year. Only three people said starting wages should be $10 an hour or over. All were realistic about what they expected to get paid and had made a conscious choice that it was what it was. Most would be very comfortable at $9 an hour with some medical benefits. They would like bonuses that were based on performance and attendance.

We also explored getting creative with benefits to add value to their job. These same care managers were asked what type of programs or benefits would really motivate them. Eleven of the 20 said to pay for perfect attendance every quarter. This would show that we were placing value on the great employees and holding the bar high. It would create a "win-win" scenario. Three said they would like an elective plan, so they could customize their own benefits program to what had value to them.

We couldn't have had a better outcome to these interviews. Our conclusion was that people choose our industry for a very specific reason: They love to work with the elderly. They love to make a difference and see that difference immediately on a daily basis. Isn't that what we all want our staff members to feel? To see a resident improve gives these care managers a feeling of self-worth they may or may not be receiving in their personal lives.

Although I did not ask personal questions, many shared very personal stories about their backgrounds and families. Several emphasized the joy they felt in the beauty of our homes. One care manager said, "Sometimes I pretend this is my home, and when I come to work, I am really coming home--to my own beautiful home. You see, Mr. Clark, my home is not very nice." I was overwhelmed by the compassion I felt these care managers had for the residents and the pride they felt in being part of this company.

Another thing we learned from this exercise is that at work, just as it is in real life, it is often the small things that mean a lot to employees. It can be as simple as a little gesture, a smile or a word of recognition that a busy administrator takes the time to make.

A big bonus for me in this process is that I was fortunate to have been able to spend the time with these 20 great people. I felt honored to be part of their company. Their stories at times clouded my eyes, warmed my heart and filled me with pride in what we do. My thanks to these care managers for the job they do, day in and day out. They are the true heroes of our industry, and I am proud to know them.

Next month my column will focus on the volunteer workers, defined as the part-time adult women who are looking to fill a social need in their lives.

Dwayne J. Clark is president and chief executive officer of Aegis Assisted Living, a start-up assisted-living company based in Redmond, Wash. With more than 13 years of assisted-living experience, Mr. Clark is a former executive vice president of Sunrise Assisted Living, a founding member of the Assisted Living Federation of America (ALFA) and past president of NorALFA, the regional affiliate of ALFA. Within the next five years, Aegis Assisted Living plans to build 35 to 40 communities throughout the Western United States, emphasizing optimal living for its residents and creative care for Alzheimer's disease. Mr. Clark may be contacted via e-mail at dwayne.clark@aegisal.com.

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