CALA News & Views | Issue 55 | Elevating Engagement

CiminoCare Machelle Vietz – Human Resources Director CiminoCare actively engages our employees by empowering them to be ambassadors for our organization through our Employee Referral Bonus Program. Team members are encouraged to tap into their personal and professional networks, and many have been especially intentional about joining local Facebook groups to connect with qualified candidates. This grassroots approach not only strengthens our recruiting efforts but also gives employees a sense of ownership and pride in helping shape their teams. The referral bonus is a meaningful incentive, but just as impactful is the satisfaction of working alongside colleagues they personally helped bring into the organization. The program has been particularly rewarding as it opens doors for candidates who arrive in the United States with strong healthcare education and experience from countries where Assisted Living is not a formal part of senior care. These individuals are eager to apply their skills in a new setting and are genuinely enthusiastic about joining our profession. Our employees take pride in helping these candidates find opportunities in senior care, and in return, we build engaged, culturally rich teams united by purpose, quality and compassion. Bradley Harris & Associates Bradley Harris - Founder & CEO As we look toward the future, the most successful senior living operators are redefining engagement by adapting best-in-class practices from top-tier hospitality and retail. Imagine bringing the radical empowerment of the Ritz-Carlton and the seamless departmental synergy of luxury cruise lines directly into our communities. When we treat our executive directors, wellness directors and sales leaders as visionary "Community CEOs" – granting them the trusted autonomy and discretionary budgets to instantly resolve a resident’s need or reward a frontline caregiver without corporate red tape – we ignite a profound, contagious sense of ownership at the top. To stabilize our vital hourly workforce, we must also adopt the protective mindset of brands like Costco and In-N Out, who deeply value and invest in their site-level leaders. Best-in-class operators are fiercely protecting the "white space" of their department heads, ensuring they have the bandwidth to mentor, coach and cultivate internal career pathways rather than just managing daily schedule gaps. When our community-level executives are energized and empowered to truly lead, that joyful engagement naturally cascades down to the caregivers and culinary teams, creating a resilient culture that elevates the standard of care for everyone.

Employee engagement is essential to building a strong organizational culture and delivering high-quality resident care. In senior living, where retention can be a challenge, engagement must be intentional and led from the top. Executive leadership sets the tone, with regional leaders, executive directors and department heads reinforcing that culture at the community level. While recognition programs play an important role, sustaining an engaged workforce requires a broader strategy. Key approaches include: 1. Leadership Alignment & Accessibility – Engagement begins with executive leadership. When leaders prioritize it strategically, they set the vision, values and standards that shape the employee experience. Consistent communication, supportive policies and accessible leadership build transparency, trust and shared purpose. 2. Executive Director as the Local Champion – The executive director brings the culture to life in the community through open communication and an open-door approach, ensuring employees feel heard, supported and connected to the mission. 3. Team Ownership – Engagement cannot rely on occasional programs or celebrations. It must be a daily leadership responsibility embraced across the entire leadership team. 4. All Stages & Levels – Engagement occurs across the employee life cycle and at every level. Recruitment matters, but onboarding, daily leadership and ongoing management are equally important. 5. Demographics Matter – Senior living teams are generationally and culturally diverse. Effective engagement recognizes that employees feel valued in different ways and adapts accordingly. 6. Invest in Employees – Professional development drives engagement. Mentorship, training and career pathways help employees see a future within the organization while strengthening leadership pipelines. By investing in internal talent development, senior living communities strengthen leadership pipelines while reinforcing loyalty and engagement. Supporting employees beyond the workplace is equally important. Belmont Village’s BV Cares employee fund provides financial assistance to team members facing unexpected hardships – from natural disasters to personal challenges – reinforcing a culture where employees feel supported as individuals as well as professionals. Christy Stone – Senior Vice President of Human Capital Troy Yates – Senior Vice President of Learning & Development Belmont Village Senior Living

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