2. a clear problem
• Medicaid funding is on a path of, at
best, staying where it is, which is about
10% less than 4 years ago;
• therefore, the pool of dollars to fund the
workforce is dwindling.
• Since people work for money, the financial
incentives we can offer workers is also
shrinking.
3. A Great Team
• No Raises for over 2 years
• No Health Insurance
• No Retirement
• No Career Ladder/Opportunity
8. The Ideal Candidate
will be...
a mature,
team player
committed to a service
mentality of care.
9. The Ideal Candidate
will be...
•seeking and offering kindness and a willingness
to learn;
•proficient in care and service.
•reliable;
•someone you want to work with.
10. Four Traits of The Ideal
Worker
•Kindness and Courtesy
•Skills
•Reliability
•Teamwork
11. All Four Needed
• Just as we know what works, we also know
what doesn’t work;
• When a person isn’t performing well in any
ONE of these areas, none of the others is
as strong as it might be.
12. Let’s Care about these
things
• How we hire
• How we train
• How we support
• How we encourage
• How we keep the Merry Glen community
going together.
14. Things to Manage
• New Hire Training
• Continuing Training
• Bonuses and Benefits
• Other Incentives
15. New Hires
(Draft)
• Most Difficult to Pass
• Assigned Mentor
• Must be approved by
• Team
• Management
• Families
16. Reviewed at 90 Days
• May be renewed another 90 days, once
• Upon approval, Full Member of team
• Bonus of Cash/?
17. Continuing Training/
Annual Review
• At 1 year from date of hire, 9 months since
passing Entry
• Reviewed by Self, Team, Management
• Annual bonus/?
18. At Two Years
• Reviewed by Self, Team, Management
• Annual bonus/?
19. At Three Years
• Reviewed by Self, Team, Management
• Annual bonus/?
• Sabbatical/Intensive Training with training
back to Merry Glen/larger community
20. Bonus Compensation
• Increased pay without increased base
wages
• Link Performance and Longevity to
Compensation
• In addition to possible end of year
• Family Input
21. Puts Incentives in Right
Place
• Encourages and Rewards
Excellence AND Longevity
• Gives staff something to strive for
• Allows non-ISS rewards that can
grow and be managed
independently
• Changes the Culture
22. Employee Support
Fund
• Employee support is as valuable as Capital
support
• Solicit contributions to this specific effort
• Create a sustainable Fund for the long
haul
• Positions MG as different in the workplace
23. Board Action Request
• Create small committee (executive
committee?), empowered to act, to work
out details
• Focus fund-raising on this Fund for next
couple of years
• Support/contributions from Families
Sees the world as a place that’s bigger than oneself. Working at Merry Glen gives us a chance to belong to something important every day we come to work. Most people don’t get that in their work. Employees who recognize the servant nature of what we do, the drive for increasing skill is part of a larger calling. It sounds corny in this day and age, but there aren’t many places you can work where what you do makes a true difference in somone’s life every single day you come to work. Do you remember the checker’s name the last time you went to the store?
