CALA News & Views | Issue 55 | Elevating Engagement

Silverado Senior Living Shadi Rafat - Associate Vice President of Talent Acquisition At Silverado Senior Living, employee engagement starts with purpose. When our associates understand how their role (corporate or clinical) directly impacts the residents and families we serve, engagement follows naturally. We focus on connecting the ‘why’ to the work every day. Employee engagement is built day by day, not through one-time programs. We celebrate tenure milestones, team wins and moments where associates go above and beyond for our residents. In senior living, care is delivered 24/7 by teams working across multiple shifts, so engagement must be flexible. One of the most effective ways to elevate engagement is simply listening. We actively gather feedback from our teams and adjust our practices where possible. When employees feel heard, they feel invested. We use various touchpoints such as leadership rounding, informal check-ins and team celebrations to ensure every associate feels connected. Lorene Bower - Director of Training and Development When Oakmont Senior Living thinks about employee engagement, our first thought naturally gravitates to programming and creative initiatives. Programming has its place, and thoughtful initiatives can have impact, but in our experience the most powerful contributor to meaningful employee engagement is authentic connection. Community leaders who take time to truly know their team members, engage with them personally and provide sincere recognition create environments that foster belonging and engagement. Initiatives are easy to promote and quantify; however, unless they are rooted in authentic connection, they rarely sustain meaningful engagement. As leaders, we ask team members to show up each day and create meaningful connections with residents. Our responsibility is to intentionally model that same level of connection in the way we show up with both residents and team members. When we prioritize authentic connection throughout our communities, we move beyond initiatives toward meaningful engagement. Oakmont Senior Living

Carlton Senior Living Lindsey Flores - Senior Vice President of Operations At Carlton Senior Living, we believe employee engagement is not a program – it is a daily leadership discipline. In Assisted Living, where the work is both meaningful and demanding, engagement must be intentional, relational and rooted in respect. One of the most impactful practices we emphasize is visible leadership presence. Engagement begins when leaders step into the daily work alongside their teams – whether supporting care partners, dining teams or housekeeping. We prioritize consistent 1:1 connection, not just to observe operations, but to understand barriers, celebrate strengths and reinforce that every role matters. When employees feel seen and understood, trust deepens and engagement follows. Another cornerstone of engagement is intentional relationship-building. Humor, storytelling and remembering personal details create connection. In environments where burnout is a real risk, belonging is protective. Small moments of genuine connection often make the greatest difference in morale and retention. Beyond daily practices, we invest heavily in structured development. We’ve found great success with our Carlton University, a robust in-person training program. Training for new hires, as well as annual and ongoing education, is conducted face-to-face in classroom settings – a rarity in today’s largely virtual landscape. The classroom experience fosters relationships, encourages dialogue and reinforces that each employee is worth investing in personally. Because the curriculum is designed and delivered by the Carlton University team of instructors, training sessions are thoughtfully crafted to meet regulatory and community-specific needs while also being meaningful, interactive, engaging — and, dare I say, fun. We believe education should not only build competence but also build connection and pride in one’s work. Finally, sustainable engagement requires meaningful and visible recognition. At Carlton, this is exemplified through our Best of the Best program. Each quarter, we honor one outstanding employee in every position across the company, culminating with annual recognition at our Best of the Best Banquet. Nominations come from residents, families and fellow employees – ensuring that recognition reflects the voices of those we serve and those we work beside every day. At Carlton, engagement is sustained through presence, daily intention, development and recognition. When employees feel respected, connected and valued, that engagement translates directly into exceptional experiences for our residents and their families.

CALA NEWS & VIEWS I ISSUE 55 | APRIL 2026 20