Attendance Strategies

/

Attendance Strategies

Do your current attendance policies and practices promote stability, or contribute to instability?

In this excerpt, two administrators talks about their uncommon approaches to common problems, and how these approaches promote attendance and contribute to stability.

  • Lauren Salvietti, Administrator at Quahog-on-the-Common, West Brookfield, MA, realized that under her attendance policy, she was looking too many good staff people facing stresses in their personal lives. She reoriented her policy to work with people as they faced stresses. She not only reduced terminations due to attendance, but she also reduced her unschedule absences.

  • David Farrell, NHA, talks about the benefits to employees and employers of staffing to steady hours, and the negative consequences of staffing to census. He makes the business case for staffing to regular consistent hours rather than dropping hours if the census fails.

Check out Attendance, Scheduling, & Assignments on Page 32 of the Staff Stability Tool-Kit, and refer to Worksheets 7 & 8.

What a difference management makes!

/

What a difference management makes!

In Loving Memory of Susan C. Eaton

Susan C. Eaton

July 9, 1957 – December 30, 2003

In 2002, CMS commissioned research by Susan Eaton into the causes of turnover in nursing homes. She compared practices at high and low turnover homes. Her findings provide guidance on ways to stabilize staffing from day-to-day.

Below, is a chart of the five management practices she found to contribute to high retention:

High Retention Practices

Click the button below to download Susan’s work, ‘What A Difference Management Makes’.