Tuesday, December 22, 2009

Hope at the holidays

At lunch yesterday a colleague of mine commented, “I think 2009 will go down in history as one of the hardest years ever; possibly even harder than the great depression.”

I thought, at first, that this was a massive overstatement, but as she went on to talk about the sheer number of individuals affected, the loss of jobs and homes, I began to agree. It’s been, undeniably, an incredibly hard year for many, many people.

We’re lucky, most of us in the senior care business. We may have faced a declining census or more families reluctant to make the change, but overall, we’ve had a relatively easy time of it. We’ve continued hiring, adding staff and programs while other industries have been shutting doors after decades of service.

As part of a project one of my employees is doing during our own holiday lull, I spent a few minutes this morning reviewing comments our EasyCEU and aQuire clients have made to us over this past year. The comments included many like these:

These are the best on-line course I have completed!

Course content is REALLY useful.

I love the ease of great online courses for completing my CEUs.

I think these online courses are much more valuable than sitting in a classroom for 8 hours!

I have used many vendors for CEUs but I found this one to be the most useful!

I loved doing my EasyCEU course and will take more of these courses in the future.

I love that I can take back what I’ve learned to train my staff in better care.

Our aQuire clients shared comments from their team, including, “I’ve never taken an online course before. I didn’t know I could do it. I learned so much about caring for people.”

Needless to say, these messages affirm our team’s efforts this year and give us the intangible reward of knowing that our work makes a difference.

Often, just a kind word or two has the power to encourage, support; energize. We promise to pay forward what you’ve given us this year in the coming year.

Together, maybe we can make the star of hope shine just a little brighter.

Hope for a better year next year for those who have faced the loss of a home or job.

Hope for a chance to continue to make a difference in the lives of the people we serve and the people who serve with us.

Hope for genuine warmth in our homes and families today and always.

Wishing you and yours all the joys – and the hope – of the season,


Sharon K. Brothers, MSW
President and CEO
EasyCEU and aQuire Training Solutions

Wednesday, December 9, 2009

Engaged or battened down?

It’s cold – darn cold. And I don’t just mean outside; it’s cold inside, too, in a lot of places.

We’ve been interviewing for an executive level position in our office the past few weeks. We’re talking to great applicants; highly qualified for our work and probably much more. Some of them have been looking for a position for months. When we mentioned to one that we didn’t know if he would be able to work for what we could offer he said, “The answer to that question (without having any idea what you pay) is yes.”

These applicants keep hearing the same story: “We’re hiring at a much lower pay rate this year. We can only afford to pay you about half what you made at your last job.”

Baby, it’s cold out there.

I get it. We just hired a couple of people at a pay level lower than we hired for the same position two years ago. We got highly qualified people, too. They’re happy for work; we’re happy to have them for a price that fits into our super-snug budget.

But I’m going to be watching our budget and making adjustments – fast – the minute it looks like its changing. I don’t want to lose good people. I don’t want to lose the forward progress we’re making in growing our company.

What I really don’t want to see is the senior care business sector get another black eye if the economy improves and we lag behind in taking good care of our employees. We know the words – and the concepts behind them – of employee empowerment, engagement, actualization.

BusinessWeek’s online Debate Room posed the debate earlier this year: “The recession is no time to worry about employee engagement. Pros and cons?”

On the pro side, (Concentrate on the business, not the workers), the commentator remarks, “You’re in this fix because of lack of engagement, right? …The real disease is poor management – and that’s you, bucky…Employee engagement is about having a well-run enterprise based on consistently applied value. Do that, and engagement follows.”

On the CON side, (Con: workers need a morale boost), the commentator notes, “Employee engagement will hit historic lows in the coming years and cost employers billions in lost productivity – and cost consumers in the form of a more frustrating I-don’t-really-care-about-you customer experience…Should you worry about employee engagement? Do the math. What if all employees in your company were engaged and willing to give the company 15 minutes of discretionary effort each week? The ROI would astound you and the improved customer experience just might make the difference between surviving the Great Recession and thriving in it.”

What’s your opinion?

Maybe I’m wrong, but I’m just guessing that your actions are demonstrating your opinions clearly to your employees right now.

Tuesday, November 24, 2009

Holidays and new beginnings

It’s that time of year – the holidays are charging right at us, ready or not.

For me fall, racing headlong into the holidays, seems to blend seamlessly into the wrap up of yet another year. In about one week, it seems, we go from setting our clocks back to raking leaves to decorating (and then all too quickly un-decorating) the house for the holidays.

About the only thing that keeps me grounded this time of year is the knowledge that we’re about to turn a page to a new year. It’s that “clean slate” feeling of starting a new year off fresh, with new opportunities, new challenges, new adventures.

In our office we’ve started the New Year just a little early with the launch of our newest division, a private career school, duly licensed by the Oregon Department of Education with the specific purpose of providing training to individuals looking to enter the field of caring for others. The Institute for Professional Care Education (www.IPCed.com) is the official site for this training, and we’re excited about how quickly this is already taking off.

We’re training people who need to become certified Personal Care Aides to care for a loved one and get insurance reimbursement for the care.

We’re collaborating with a number of partners to offer an enhanced Personal Care Aide (PCA) certification complete with skills training and clinical work experience.

We’re hearing from employers who want to hire these folks, too, as quickly as they are trained.

We’re also working on a new project based out of New York for family caregivers, a huge and growing population of Americans that have unique needs all their own.

New Year; new adventures. It’s my trick to get through the holidays. This week, I’ve got 20 coming to my house for Thanksgiving dinner; I’ll need all the tricks I can get!


Have a wonderful Thanksgiving with your family and friends this week! – Sharon Brothers

Tuesday, November 17, 2009

Change means business end or opportunity

News flash: some nurses are finding it hard to get a job.

What the heck? I thought we had a major nursing shortage, and wouldn’t be able to turn out nurses fast enough to fill the openings.

I wonder if it isn’t a little like 10 years ago, when everyone was talking about the coming baby boomer elder bubble. We built assisted living communities as fast as we could. Many companies didn’t survive, as the baby boomer bubble was still several years in the future and fill rates were long and arduous.

Here’s my prediction for the future: in-home care is going to skyrocket. It will become more affordable and more accessible, but not necessarily of top quality. It will, in fact, represent a real option for families who might have otherwise sought a move to assisted living for a loved one.

Perhaps the next phase of living, following the cocooning in our homes and the “stay-cations” of the recession will be the move up to a larger house on our retirement instead of downsizing – because now we’ve got the folks moving in.

Multi-generational households are the norm rather than the exception in China. “In China it is a great shame to put a parent into a nursing home,” says the author of a recent TIME magazine article (November 23, 2009, “Five things the US can learn from China ”). The author predicts that home care will grow significantly in the near future simply out of necessity, supported by governmental programs that encourage home and family caregiving options.

After a career that spans more than 30 years in long term care, I believe that some things will change…and some things will stay the same.

We’ll have more options, because we’ll demand them, we baby boomers who are rapidly reaching our golden years.

We’ll have more autonomy, more choice and more freedom to create a living environment that works best for us.

We’ll still have providers who do things like they’ve always been done, too. You know the ones: the buildings that haven’t been touched by paint or a construction crew in 40 years, but who happily take all those tough-to-place Medicaid patients.

Will assisted living communities become the nursing home of tomorrow: the place no one wants to go unless they have no other choice; the place where “person-centered care” is a phrase that means “we’re really trying folks, but we can’t operate any differently with the massive layer of regulation we live under?”

No matter what part of the care community you represent, these are interesting times, with many more to come. I don’t think it’ll be as easy as we always thought it would be when the baby boomer bubble finally arrives. I do think that, to succeed and survive, we’ll need to focus on one simple thing: quality.

We’ll need to deliver what the customer wants (Happy hour every night? A gym and sauna on every floor? Book clubs and poker parties?). We’ll need to be bold and interesting, and deliver what we say we will.

We’ll need to be networked socially and virally, and know that every thing we promise (or every mistake we make) can reach millions over the web in seconds.

Nursing shortage? Maybe – or maybe not. What other “truths” will we see change dramatically in the coming years? Stick around – let’s find out.

Wednesday, November 11, 2009

Training Personal Care Aides to deliver quality care

We’re excited around the aQuire Training offices. We just received our private school license from the Oregon Department of Education to offer the Personal Care Aide Certification course (and some other pre-hire courses) though our newest website identity, the Institute for Professional Care Education (www.IPCed.com).

Why is that so cool? Because with our school license we can now train workers who are job seekers and help prepare a pool of more qualified, trained workers. These individuals may be able to get workforce development funds to pay for their training, too – a clear win/win all the way around.

This matters to you if you hire caregivers. Hiring someone who has invested the time, initiative and money in a comprehensive 40 hour course means you’re hiring someone more likely to succeed and to love their job as a caregiver.

This matters to you if your loved one needs a caregiver. Ensuring that the caregivers providing care to your loved one are comprehensively trained and certified is an important step to feeling confident in the quality of care your loved one is receiving.

This matters to you if you’re focused on building a strong reputation for quality care. Demonstrating training above and beyond the minimum requirements is one way to set your organization ahead of the pack. And being ahead means business success, any way you slice it.

This matters to you if you’re involved in training, too. We are actively working to develop strong training partnerships with others in their training field to help reach as many people as possible.

This is one way we can reach out and improve the standard of care that is delivered, every single day, to people who live and work in our state, our town and our homes.

For details about the comprehensive 40 hour online Personal Care Certification Course see www.IPCed.com. Contact Wendy@aQuiretraining.com for information on pricing advantages for bulk purchases of this Certification Course or to set up a personal web tour of the course.

Tuesday, October 13, 2009

Employee satisfaction and resident quality of life connected

The hardest job in the world is hiring good managers. Good managers not only set the tone for the entire operation, they help ensure the two keys: compliance and quality.

My InnerView’s recent report published as a supplement to Provider’s October 2009 issue, emphasized this point over and over in the results of their latest surveys on quality care in assisted living. Good managers – managers who care, listen and set clear guidelines – results in greater employee satisfaction and improved resident quality of life.

Not surprisingly, the two outcomes are closely connected, as well. When employee satisfaction is high, resident quality of life increases at the same rate.

Supporting an employee’s career earns high marks as a measure of management strength; at the same time, only 22% of the 12,000 individuals surveyed rated the training provided to them as “excellent” – the weakest of the 4 areas the survey covered.

Nursing and personal care staff had the lowest overall job satisfaction rating, with just over 70% of the individuals in these job descriptions expressing happiness with their job, compared to over 80% of housekeepers and more than 90% of administration who were satisfied with their jobs.

Considering that these are the crucial workers who provide the care delivery to the clients, this is certainly an area for focus and improvement. These are the people who deliver the care, and in turn determine the happiness of clients and families.

Since top consumer issues are the care and competency of staff, this is clearly a management issue.

Caring, listening and building the strongest employee team possible – these are no small challenges that today’s assisted living manager faces. Seems like it’s more important than ever to focus on leadership.

Tuesday, October 6, 2009

Let’s collaborate

There are two kinds of people in the world: those looking for something to do, and those working harder than ever just trying to keep up with the work on their plate.

Overly simplistic, I know, but lately that’s how it feels to me. Those who aren’t working are desperate for a job and something meaningful to do to fill their day.

Those of us who are working, are somehow busier than ever. We’re not complaining, of course; we’re counting our blessings to be busy and bringing home a paycheck.

At the same time, we’re running a little leaner staff than usual, meaning more work lands on the desks of fewer people (did I mention how busy I am lately?). We’re trying to start new business units, expand our sources of revenue and, of course, figure out how to facebook, twitter, and network the heck out of everything we’re busy doing.

Some of it we’re doing really well. I see companies and organizations that are more innovative, creative and engaged than ever before. They’re launching new programs and adding services. They’re involved in writing grants and getting grants, and in helping others progress forward in this profession.

Every once in a while, though, I see areas where, instead of collaborating, we try to hoard our piece of the market. We duplicate and overlap efforts, resulting in more work; less payoff.

Last week I was in Phoenix and had the opportunity to visit a Catholic Charities center. Just a few years ago they built the Caregiver House, a small home designed to be fully accessible – and designed for teaching people how best to provide care in someone else’s home.

The bathrooms have innovative assistive devices; the bedrooms are equipped with the typical wheelchair, walker and other devices you might find in a home where care is being given someone elderly or disabled. The living room has lots of extra tables and chairs for teaching and presentations.

It’s a beautiful home and a wonderful environment for teaching people to provide care at home. And the best part of all is that the organization opens the House to groups throughout the community to use for their own teaching. They willingly and graciously share their wonderful resource, even though they provide training as a big part of their own program.

We’re all trying to do just a little more with just a little less these days. I suggest that maybe it’s time for us all to look for ways to collaborate rather than compete just a little more often.

Last week I came home excited and energized by the prospect of working in collaboration with others, instead of exhausted and burdened by the load on my own desk.

It’s a great feeling. Can we collaborate, and lighten your load a bit today?

Thursday, October 1, 2009

Making sense of the business of senior care

Yesterday the owner of a large, multi-location care company said to me, “One thing you don’t realize is that when we train people, they think they should get paid more. It actually hurts us to train our employees.”

He went on to share their corporate-wide turnover rate, which is high enough that I’d personally refuse to share – or lie – if someone asked me for that information.

I’ve been thinking a lot about this comment, and the spirit behind it. It is deeply troubling to me to think that this attitude exists in senior care today. I understand that some corporate level individuals are first and foremost business people, but this is a business issue, too.

The cost of employee turnover is well documented – and it’s substantial.

The value of an engaged workforce is also well documented – and it’s even more substantial. According to Gallup, a company with a highly engaged workforce (people who “work with passion and feel a profound connection to their company.”) results in highly engaged clients (the ones who couldn’t image life without your product or service). Overall, the net gain to the company is a bottom line, real dollar benefit of well over 300% more revenue than the company without engaged employees.

Which part of this isn’t making sense, even to the corporate person solely focused on money?

What concerns me more is what is happening to the many thousands of employees who work for companies like this. They probably start out passionate about their jobs. My guess is that they quickly realize that the company doesn’t value them enough to provide them with adequate training – and they leave.

Who is hurt the most? The vulnerable client who is dependant on that individual for their care.

Imagine your mother being cared for by a different person every few days, and you’ll be imagining what people are living across this country.

No one is there long enough to get to know the history – the story – of your mother.

No one is there long enough to know her well enough to detect when something’s just not right, and act quickly to avoid a major problem.

Having both my mother and my mother-in-law receiving care lately, I know first hand how helpless and dependent even the family feels on the individuals providing care. Some days, you simply pray and hope for the best, knowing that there’s nothing more you can do.

And then you’re thankful every single day when you finally get a caregiver – or two or three – who genuinely care about your loved one. Who take the time to listen, to learn their story, and who grieve with you when they pass.

We have an awesome level of trust and responsibility as senior care providers. I have to think that someday, in some way, we’ll each be called to account for how well we met that trust and responsibility; how well we improved the lives of the most vulnerable people we served; how well, in the end, we understood the very mission of our company.

In the end, maybe it isn’t just about the money.

Wednesday, September 16, 2009

Raise public awareness of quality care

I was at a meeting this morning of a community group involved in programs and services for seniors. The first speaker on the agenda was the head of a state agency. The topic was mental health services to seniors. One of the group members asked about services for people living in nursing facilities who might be suffering from depression. The speaker’s response began, “Well, who wouldn’t be depressed living in a place like that.”

That comment – just a reflexive, throw-away line – struck me hard.

Many of us have dedicated our careers to providing quality care for seniors living in “places like that” – nursing facilities and assisted living facilities providing care to elders.

We’ve spent hours training our caregivers to be gentle, loving and compassionate.

We’ve listened to families share their angst at having to move mom or dad from the family home, but having no other choices.

We’ve sat at bedsides – during our time off – reading to a dying resident and sharing tears with families who are grieving the loss of a loved one.

When my own beloved mother-in-law died recently she had lived in the care community less than 2 months. Yet the young man who cared for her most days cried as hard as any member of the family when she died.

Not one of us felt that it was inevitable that she be depressed.

Not one of us ever referred to the care setting as “a place like that.”

And yet so many in the public still have that perception: that a nursing home – and often any care setting – is to be avoided like the plague. It’s the last choice for any person, and be prepared to be very depressed if that’s where you end up living out your days.

We’ve come a long way personalizing care; but we’ve got a long ways to go. We need to continue to show the people in our community – including those running agencies for the benefit of people like our residents and clients – what we do, up close.

We need to continue to shout about the incredible way seniors are cared for, and the options available to them that not only support daily living but also enhance the quality of life for residents.

I feel sad for the speaker this morning if her mother or father should ever need nursing care. But most of all, I see this as a call to action to those of us providing care to let the world around us know that it’s not a depressing place to be. That life, right to the end, can be rich and meaningful, and that it’s our mission to help make it so for the people in our care.

If you’re interested in learning how online training can help you build an extraordinary team, contact us at info@aquiretraining.com. Ask about our “6 months’ free” offer, designed to get you going now, even if the money’s tight.

Wednesday, September 9, 2009

Census and the economy

From the word on the street, if your census is strong consider yourself lucky.

It’s not enough that the economy and poor housing market is driving people to care for their own family members rather than seek care elsewhere. We’re also caring for a market sector that has other inherent issues, namely longevity. Not to be indelicate, but our residents are vulnerable. And, it seems, we lose them in groups.

My mother in law had excellent end of life care recently in a brand new assisted living community. She was the first person in the apartment, and the caregivers were incredibly kind and attentive. They only had a few residents – how few I don’t really know. What I do know is that on the day my mother-in-law died, two other residents also passed. I’m guessing that may have constituted as much as 25% of their occupancy, in one fell swoop.

In this situation, it’s the small details that count. For our family, the attention to detail was incredible. The staff not only were attentive and caring, they openly grieved with us at the loss of our mother. One of the employees even gave the eulogy at the memorial service – and it was absolutely pitch perfect.

Were we satisfied customer? Absolutely. We’ll tell everyone we can about the fabulous care provided to our family. We’ll tell you what a great company Leisure Care is, and how happy we are with the care provided by their team.

We’ve had other experiences with our family elders. We’ll tell you about those, too – and warn you away from some communities that didn’t meet our basic expectations, let alone exceed them.

Benjamin Pearce, author of the excellent book “Managing Senior Living Communities” and a member of our instructor team just developed a course on Customer Service for managers for CEU credit. Ben says, “Quality is simply the difference between what you expect and what you get. When you get more than you expect, you perceive that you’ve gotten something of value.”

If you feel you or your managers could use a little tuning up in this area, check out this course on our EasyCEU website.

With everything else working against us having a strong census today, customer service is one area we can control and improve.

Tuesday, September 1, 2009

Developing a training vision for success

Recently the aQuire team was hired as an advisor to a new family caregiver project being developed out of New York City. One of the developers of the project is a man who serves on the board for an East Coast University’s school of business. He tells the story of a recent meeting where the board’s agenda was to “vision the school in 10 years.” My new friend, Barry, begins by raising his hand and saying, “In 10 years we know that most students will take at least a portion of their classes online.”

Barry was met by total silence. After an awkward couple of minutes, one of the school’s administrators said, “Well, that’s an interesting perspective but not really how we prefer to teach.”

Barry responded, appropriately, “It’s not going to matter as much how ‘we prefer to teach’ as it matters how our students prefer to learn. And evidence today shows that most will prefer at least a portion of their training online.”

He is right, you know. It doesn’t really matter how we prefer to teach – it does matter how the people we’re trying to teach prefer to learn.

When it comes to employees and training, one thing is clear: traditional approaches to training are one of the least enjoyable ways our staff prefers to learn.

Imagine if you were required to attend a training session on your day off – or in the middle of the night. For many of our employees that’s exactly what we’re asking them to do to simply attend regularly scheduled inservices. It’s not only a poor choice for many, it’s an ineffective way to ensure that every person, every shift, enterprise-wide is equally trained to deliver quality service – the bedrock of an organization’s survival.

Today, we need to deliver training dynamically, with new information delivered to every single employee in the most efficient, effective way possible. We need to consider, as well, how our employees want to learn, and adapt our training to technology that is rapidly becoming the standard rather than the exception.

We need to grasp the vision for the future as we develop our programs today, or be left behind in a rapidly changing, complex economy.


[Interested in starting an online training program for your company? Contact an aQuire representative today to learn how you can get up to 6 months free when you start your program now.]

Tuesday, August 25, 2009

NEW customer service training courses now available

One thing all business development specialists agree upon during this current economy: this is not the time to scrimp on customer service. While businesses need to focus carefully on cutting expenses where they can, for a company to survive, customer service needs to be bolstered, not cut.

With this in mind, aQuire Training Solutions’ course development team has been busy creating a series of new courses on basic – and advanced – customer service skills. These courses are designed for caregivers and other staff working in the senior care environment: home care agencies, assisted living communities, nursing facilities and more. These courses, written by the newest member of the aQuire course development team, Melissa Dylan, take a light-hearted approach to a very serious subject: making the client the absolute focus of our work, every single day. Topics covered in the series include:

Courtesy
. More than just being polite or nice to people, courtesy involves a set of unwritten rules or interacting with clients and guests on the job. It is the basis for good customer service.

Being there.
Being available for clients is the first step in good customer service. This means promptly answering the phone, greeting guests the moment they walk in the door and setting aside less important tasks to help people. It means remembering – always – “people come first.”

Listening
. Listening sounds easy enough, but it takes special skills to learn to be an active listener: to focus on the client, avoid distractions, use appropriate body language and provide feedback so the client knows you been listening.

Being reliable
. Being courteous, polite and responsive isn’t the whole task. A key to great customer service is being reliable – to do what you say you’re going to do. To give customers what they ask for the first time, without needing reminders.

Being positive
. Being positive means finding reasons why things will work, instead of reasons why it won’t. It means consistently positive behavior, positive responses to client requests (even when you can’t fulfill a request personally) and going the extra step for customers.

Melissa’s approach to training includes a humorous approach, lots of stories, and frequent opportunities for individuals to test their knowledge. The online delivery used by all aQuire courses means that caregivers can learn at their own pace, and at a time and place convenient for them.

If you’d like a free sneak preview of one of these courses, click here.

Then imagine your team, fired up and energized to provide the best customer service possible. And imagine your company – enjoying top-of-the-market success!

Tuesday, August 18, 2009

National Healthcare lesson: keep it simple

Full disclosure right up front: I’m in favor of a national healthcare solution. I don’t know exactly what that should look like, but I do believe that our current approach to healthcare is something less than a cohesive system, or a long-term sustainable approach. I think it’s appalling that, while we spend a higher percentage of our gross domestic product on healthcare than any other country, we still lag behind 36 other countries in the world, according to the World Health Organization. While many of us know first hand the cost of providing health care benefits to employees, those of us working in senior care also know how challenging and frequently dysfunctional our “system” for long term care is.

But here’s my frustration: despite knowing that our current healthcare system needs a major change, I have no idea if the President’s plan will be the fix we need. The pundits are firmly divided along ideological lines; the press worries about costs involved, and paints a less-than-rosy picture of the current proposed plan.

Howard Gleckman, past senior correspondent at Business Week and currently a senior researcher at the Urban Institute recently authored a book titled “Caring for our Parents”. In his book, Gleckman shares stories of everyday Americans, struggling with caregiving issues. He points that, in the current demographics, if you are not today a caregiver, you or someone close to you will be very soon. According to Gleckman’s estimates, over 70 percent of our parents will need some kind of long term care assistance during their lifetimes.

The stress of caregiving and the fractured, unsupported nature of long term care in this country, make the experience much more challenging that it needs to be. As many of us are very aware, governmental programs often pay for the most expensive alternative for care, rather than the least expensive, most preferred options.

Gleckman’s book is an excellent look at topics related to long-term care needs and public policy, as well as personal experience.

Here’s my own business take-home lesson from the current debate about healthcare problems and plans: Solutions to problems, globally or personally, need to be simple and clear. We need to help families understand our small piece of the big health or long-term care picture with clear, simple language. We need to advocate for a simple system that meets the needs of the people we serve, in our own small segment of the big picture.

Perhaps as we continue to work toward change, a small, simple step at a time, we’ll achieve something great on a larger scale, too.

Tuesday, August 11, 2009

Training iPhone style

So how’s your training going?

That’s a question that Bersin and Associates, a company with over 25 years experience in corporate solutions, training and e-learning asked of the largest companies in America.

The answer was just a little surprising. Bersin found that organizations in the U.S. will spend around $817 million on their learning management systems (LMS) in 2009, a growth of about 115% in just the past 5 years. Especially in a challenging economy, this continuing growth is significant. According to 1,300 surveyed HR professionals, the “LMS is one of the most important software systems in a company’s HR infrastructure, ranking behind only their payroll and HRMS system.” (Report)

While these major companies have found that they depend on their learning management systems to help them deliver quality, consistent training throughout their entire workforce, one area most are looking for is increased collaboration and information sharing.

One solution aligns perfectly with a new program we’ve been developing right here at aQuire: a system that allows all training professionals to “upload and share any form of information or training with colleagues.” The telecommunications company currently implementing this found exactly what we’re creating: a way to have new content developed “rapidly and continuously,” while the community of users monitors the quality and provides feedback to “self-police.”

It seems to be the best of both worlds. You can gain the content our team of experts has developed to train your team, but you can also share some of the extensive in-house training programs you’ve developed with our community of learners.

This sharing of ideas, knowledge, skills and information isn’t new in our shop; lots of computer programs are now being developed as “shareware” open to the public. The iPhone app store is probably the most popular current example of this: many hundreds of free applications allow iPhone users to find their car, map their routes, check the dictionary, follow weather globally, locate a great restaurant, view movie trailers, and even check to see if a picture is level.

It’s time to start open collaboration and sharing with learning, too, especially within client groups or related organizations.

So when someone asks you, “How’s your training going?” you can answer honestly, “There’s always something new and interesting happening with our training program.”

Want to get in on the fun? Contact an aQuire Account Representative today for details.

Monday, August 3, 2009

Tips to increase creativity and insight

I’ve long believed that creativity is one of the most important strengths of successful team members. From caregivers who creatively problem-solve challenging client situations to managers whose creativity builds loyalty and leadership, it’s a strength I value.

So it was with great interest that I read the article written by Robert Lee Hotz and published in the Wall Street Journal on June 19, 2009, titled “A wandering mind heads straight toward insight” (reprinted in the Dana Foundation’s Brain in the News, July 2009).

It’s really nothing new after all; rather a scientific basis for those moments many of us have experienced when an idea hits us when we’re least expecting it. The great idea that strikes us in the shower is a perfect example of this phenomenon when we suddenly get the answer to a question, the solution to a problem, or simply a new, interesting idea.

It seems that while we think our brain is wandering aimless from thought to thought, subject to subject, it’s actually a time of intense brain activity – more activity than when we’re focusing on solving a problem methodically, in fact. The result is what seems to us to be flashes of insight that feel absolutely correct.

Among ways to nurture these moments of insight and creativity – vital, I believe, for successful business growth – are these:

Be positive.
Apparently, individuals who are in a positive mood experience more flashes of insight than those who are negative. This can be challenging during tough times when it’s particularly easy to focus on the negatives and let our concerns gnaw at the fringes of our thoughts almost continually. Try consciously listing things you are grateful for – a proven technique to lift spirits and create a more positive mood.

Turn off the noise.
I don’t know about you, but one of my first moves in the car is to turn on the radio. Yet when I walk somewhere, I find that the meandering of my own thoughts a creative, rewarding activity. Often, I arrive at my destination with ideas for the entire day and solutions to some of my most vexing problems. For so many people, iPods and cell phones mean that noise is always on. Turning off the background noise is one great way to let our brains come up with these creative bursts of insight and ideas.

Dream a little.
According to the article, one researcher in the field suggests that “the flypaper of an unfocused mind may trap new ideas and unexpected association more effectively than methodical reasoning.” If you’re one those people who is highly focused during the work day, take time around the fringes of the day – on your way to work or on your way home, perhaps – to allow your mind some unfocused wandering.

Talk a hike
. Physical activity also seems to create or focus brain activity. Feeling stale? Talk a brisk walk. I remember reading about tech companies during the dot-com frenzy providing ping-pong tables for programmers; the focused physical activity seemed to allow the brain to recharge and become increasingly more creative. One of my best managers and I used to walk while we talked about problems with staff or residents. We’d end our walk-and-talk sessions feeling righteously fit and, almost every time, arrive at creative solutions to difficult problems. Frequently we’d come up with new ideas to implement company-wide that helped build our brand and achieve our goals.

In an article titled “Happy Days: the pursuit of what matters in troubled times,” Daniel Goleman of the New York Times tells of a Tibetan lama called “the happiest man in the world.” Goleman asks, “So how did he get that way? Apparently, the same way you get to Carnegie Hall. Practice.” This meditative practice apparently leads to the stimulation of part of the brain that leads to positive moods, as well as creative thought. Concludes Goleman, “So while the Calvinist strain in American culture may look askance at someone sitting quietly in meditation, this kind of ‘doing nothing’ seems to do something remarkable after all.”

I think perhaps whether your goal is to be happy, or creatively intuitive in your business development the answer is the same. Find the techniques that nurture this outcome, and then practice until you’ve got it.

Tuesday, July 28, 2009

Three ideas to strengthen your community relationships

My mother in law had emergency surgery two weeks ago; now she’s in a local nursing home under hospice care. Meanwhile, my father-in-law, who no longer drives, needs to be picked up from the other end of town daily, brought to visit his wife, and returned home.

Fortunately for my husband and I, his two sisters also live in the area. The three of them are alternating days – for now. Both sisters have summer vacation plans, and we’ve got work-related travel that we can’t reschedule.

Like millions of Americans, we’re living the classic “sandwich generation” life. We’re squeezed between the needs of our elderly parents, our own children and our work demands. Add to this the anxiety many are experiencing related to job layoff or uncertainty, and its no wonder families are feeling the stress.

It seems like the perfect opportunity for senior care companies to step in and provide some relief.

“Hey,” you say, “We’ve got the vacancies. We can help by moving their parent in tomorrow!”

For many families, however, an immediate move isn’t the solution. Worries about finances make this a bigger challenge – and potentially longer closing time – than anytime in the past several years.

So what can you do to support those families in your communities that are feeling the squeeze?

Offer respite care – and let the community know about it
. Now is a great time to really promote your respite care options. For families that are on the verge of burnout, just a weekend or a few days mid-week can make all the difference. Can you offer it at a reduced rate for first time users? For repeat clients? Be creative and think of ways to nudge the family into giving respite care a try. They may well become long term clients with this small first step.

Beef up your family support services.
You probably tried family support groups with little success in the past. This might be the perfect time to try it again, however. Call them “Family Education Seminars” rather than support group. Schedule area professionals to be your guest speakers, including physicians, pharmacists, occupational and physical therapists, hospice nurses and more. Tap into public service announcements on radio, TV and in newspapers to promote these seminars. This is a perfect opportunity to position yourself as the expert in senior care, and as the trusted advisor to families living in the community.

Offer caregiver training for family caregivers
. You probably train caregivers all year long in your community. What about extending an offer of training to family caregivers? You can set up a short series of training sessions, charge a nominal fee and offer it to families in the community who are choosing to care for a parent instead of seek placement in a care setting. Contact us to set up a blended training program offering families some training through our online courses, followed up by hands’ on training you provide in specific caregiving skills. We’ll help you design a ready-to-launch family training program that can be a genuine benefit to caregiving families in your community and a great PR tool for your company.

These are just a few of the ideas you might want to explore to help ease the pain of families in your community who are feeling the pressure of being, as one person puts, it, “the baloney in the middle of a smushed-bread sandwich.”

Tuesday, July 21, 2009

Training and retention go hand in hand for building a successful team

Here’s an interesting concept: hiring someone else’s star employee won’t necessarily ensure that he’ll become your star employee. In fact, a professor at Harvard Business School recently found that it can take up to 5 years for a person to work at his highest level within a company. Until then, he’ll be underperforming.

This professor found that it’s far more efficient and effective for a company to take individuals with raw ability and talent and train those persons in the specific tasks needed to do the job.

This professor found that several factors go into getting the best out of your team members, including these:
  • Colleagues (we know from the Gallup organization that employees are more engaged when they have close friends at work) ;
  • Supporting functions (employees function best when they don’t have to worry about routine aspects of their job like pay and benefits, having adequate supplies, etc.);
  • IT systems (there’s a learning curve to any IT system you use, whether its for the purpose of online training, charting or managing work);
  • Corporate culture (organizations have their own culture; it takes time to learn the culture and feel comfortable and a part of that culture);
  • Trust with supervisors (you’ve probably heard the phrase: “Employees don’t leave jobs; they leave managers”).

Interestingly, the best and brightest employees tend to stay longer with a company, too, according to the same research. They may be sought out by other companies, and they may threaten to leave for more money, but, by and large, investing in building stars in-house is a big step to improving retention.

Surround your stars with other high-performing employees, and watch your retention increase even more. That’s easy for me to understand: there’s nothing more frustrating for a person who is working really, really hard to achieve a goal than to be surrounded by other people who are not nearly as invested.

Think about the marketing person who is a dynamite salesperson. She knows all of your key referral sources by name and can comfortably call any one of them for a chat. When a family calls with an inquiry, she has them laughing and comfortable with her within the first few minutes of a call. You can tell that families coming for a tour form a quick, deep bond with her. And of course, her results are excellent. You rarely have vacancies; often you even have a waiting list.

Now think about your stellar marketing person surrounded by caregivers who don’t have any investment in the success of the operation. They don’t look at visitors with a smile, let alone know regular family members by name. They don’t bother to keep the hallways tidy, and would never think about making a quick pass before a tour to plump up the pillows on the sofa and tidy the activity room.

How long do you think you’ll keep your marketing director?

This example is one that is very visible and obvious; the same is true, however, for each person on your team. Surround your team with teammates who are engaged and motivated, and they’ll all do better work. Surround them with slackers and even your best will either leave or begin underperforming.

Turnover not only sucks away valuable dollars, it consumes a lot of management time and focus. The key seems to be less focus on hiring the best, and more focus on growing, managing and supporting the best – right within your company today.


Monday, July 13, 2009

4 steps to becoming a learning organization

Our culture and society is in fast-change mode. If you don’t believe it, look at the largest growth industries today. One of the largest growth companies is Google, whose very business premise didn’t exist just a few years ago.

Many senior care providers are operating in ways very similar to how they operated 20 years ago. Staffing models are essentially the same; the menu of services and the way it is delivered is unchanged.

We’re on the verge of a dramatic change in our society that will affect the way senior care is delivered as we boomers advance into old age. We will likely insist on change, as we refuse to age the way our parents and grandparents aged.

Learning organizations are those that have the foundational structure in place to keep up with these changes. They’ll be the leaders – or perhaps the survivors.

How can you nurture your own organization (or your own department, for that matter) into become a true learning organization?

  1. Get rid of the language that resists change. When you hear someone on your team say, “This is the way we’ve always done it,” ask one question: “Why?” Teach your team to ask why as well. And then open the doors to thinking as a team about how else it could be done. If it’s working really well, leave it alone. If it could be done better, change it.

  2. Take action, then analyze. When we started the first online CNA training program in the state of Oregon, we decided that we needed to own the entire training program. That meant getting lab and clinical training sites located throughout the state, managed by a variety of non-profit, for-profit and government owned organizations. Some of our sites were very well run and managed; some were highly dysfunctional. Within 90 days we realized that the program needed to be changed. Fortunately, our co-sponsor, Oregon Health Care Association, was open to a healthy, rousing analysis of what was working and what wasn’t. Together, we arrived at Plan B. We were no more sure that it would work smoother than Plan A, but we knew we needed to at least try it. Now, we’re offering just the online aspect of the course, and requiring our training partners to manage all other aspects of the training program within their program. We gave up all ownership of students and programs, and simply offer the online course. It works well – today. But we’ll be continually reviewing the program to catch it quickly, we hope, if we need to change it again. The point is that if we would have waited to launch the program until we knew exactly how it should work, we may never have launched it, or we may have been so invested in the Plan A approach that we may have been unwilling to quickly change to another approach.

  3. Include all levels of your team. Typically the folks in the “C” suite (CEOs, CFO, COOs and their kin) make all the strategic plans for an organization. But in a true learning organization, all levels get involved. Who understands best, for example, what works and doesn’t work in your kitchen beside the cooks? Who understands best scheduling dynamics of shifts better than the caregivers? Learning from experience means getting all levels involved. It means fostering an environment, from the ground up, that allows people to ask questions and give input; that takes action and then analyzes that action, without assigning blame or fault.

  4. Make change a part of your culture. Managing change is one of the hardest aspect of running an organization, especially change that affects everyone in the company. Some employees will resist any change; others will actively look for ways to make the change into the problem, rather than truly analyzing the results of the change. Communicate to your team that change is a fact of life – that things WILL change. Invite them to become a part of the change in a positive way. Make change fun, exciting, interesting, and most importantly, productive and worthwhile. Let your team know that if the change doesn’t produce the desired result, you’ll analyze it and take action – you aren’t just changing for the sake of shaking things up. Team members will begin to see the value in this continual iterative process of plan-launch-analyze-tweak until they, too, start participating in the process.

Most of us won’t have the luxury of business as usual, year after year into the future. We’ll need to become true learning organizations to survive and thrive.

Concepts for this article were taken from the Harvard Business School video titled “The Importance of Learning in Organizations.”

Tuesday, July 7, 2009

Getting ahead of the competition: become a learning organization

I really enjoy watching the Harvard Business School’s youtube videos. They’re very short (that’s good for my busy schedule) but they’re generally packed with nuggets of information that get me thinking about my own business.

The video I watched today is the one titled “The Importance of Learning in Organizations.

The point of this video, and the books and articles that it is based on, is that organizations who are able to learn from experience and observation and continually change as the result will be the leaders. They may, in fact, be the survivors.

Think about the change that the internet has brought to many businesses. At one time, information was a commodity that was valuable and relatively scarce. If I needed to know how to create a simple contract between myself and a tenant, I’d consult an attorney. His time was worth a lot of money to me since that information was not available anywhere else.

Today, I can find a dozen landlord-tenant agreements on the internet, most of them free. I can pay a very small fee and download a legal form that exactly meets my needs.

That change undoubtedly affected the business practice of most attorneys.

The accessibility of the internet has certainly changed my own business practices. Now, instead of training a small group of individuals at a time, in a classroom or conference somewhere, we’re training thousands of individuals, disbursed over time and space, all taking the same class over the internet.

Here’s a key concept from this video (which it worth the time to watch):

“The rate at which organizations and individuals learn may well become the only competitive advantage. If you’re learning more rapidly than the competition you can get ahead and stay ahead. If your rate of learning isn’t greater than the rate of change in society you’ll fall behind.”

Next week we’ll look at what you can do to facilitate this crucial learning in your organization.

Tuesday, June 30, 2009

5 questions to spark innovation

I enjoyed the Harvard Business video on innovation titled “Thinking Inside the Box.”

It’s a 9 minute interview on video, and I confess it has taken me a week to listen to the entire thing, but I love the questions that the speaker suggests as a framework for finding new and innovative ways to sell your service. Here’s a sample:
  1. Who uses our product in a way we never thought of? Is anyone using your product or service in a way that is completely different from the way you thought it would be used? Is this, perhaps, where respite care came from – families who didn’t want long term care for a loved one, but just a week or two while they went on vacation? What about delivering services outside of your building, if you operate a senior care community?

  2. What is the biggest hassle in purchasing or using our product? Of course, the innovation comes in finding ways to remove the hassle or balance it in some way. In senior care, one of the biggest hassles right now, at least, is the need to sell one’s home before moving into a retirement or assisted living community. Innovative communities are finding ways to help people overcome that hassle so it’s not a barrier to move-in. What other hassles do clients and families have to overcome? How can you creatively remove those hassles?

  3. Which customers could become major users if we could remove one specific barrier we’ve never removed before? Think about the renters in a life-care community, or the individuals who can’t afford private pay. Those two customer groups come to mind immediately – who else might become a major user of your service if a barrier were removed?

  4. How would our product change if it were customized for every user? Does considering this question give you ideas about solutions to creatively expand your market?

  5. Which technologies, embedded in our product, have changed the most since our product was launched? In the case of senior care, consider the systems that are most entrenched in the way you offer your service. Is there a newer, more efficient technology available to accomplish this even better?
This is a great time in the cycle of business to be thinking about innovation. It’s a great time to look for new ways to set your company and your community apart from others who will, as the economy begins to strengthen, be rushing in to meet the needs of this upcoming wave of aging boomers. Let’s not let the newcomers pass us old hands right on by!

Tuesday, June 23, 2009

Staff training brings bottom line results

It’s been over seven years since a New York Times story reported that “Shares of companies that spend the most on employee training and development outperform those that spend the least…” (March 31, 2002).

The Gallup Organization determined that companies whose employees are “engaged” see an average of 360% more revenue to the bottom line than those who are not. One key element of employee engagement? The opportunity to learn and grow, to advance and excel.

“If licensing comes in and asks to see my training records today, I’m afraid we’ll be in big trouble.”

If that’s a comment that anyone in your organization might make, you’ve got problems. The number one imperative for staff training within every organization is compliance. In healthcare, compliance is the top priority for training.

Does every employee understand HIPAA? Are OSHA training standards being met? Are you managing your liability risk by ensuring full, across the board training compliance?

It’s a challenge for any 24/7 organization to ensure 100% training compliance, no matter what system is used.

It’s impossible if that organization is relying on out-of-date training manuals and in-person inservice meetings.

How confident are you that your organization is fully compliant in meeting training requirements? Can you prove it – within the next 5 minutes?

Online staff training can give you that confidence. Every employee can have equal access to the same high quality training courses, no matter what their shift or location. Even more importantly, comprehensive training reports, including exception reports, can be quickly and easily generated in real time, so you can track this compliance.

Full compliance is a vital aspect of risk management. If you want to grow your business – or simply stay in business – compliance is fundamental.

Learn how aQuire Training Solutions can help your organization gain full staff training compliance today! Contact us Now

Wednesday, June 17, 2009

5 things you need to know about a corporate LMS, Part 3

In Part 1 of this article I shared some information about corporate learning management systems (LMSs) and pricing. Key concepts: having your own LMS gives you total control over courses.

In Part 2 we talked about what content you should expect to include on a company learning management system.

Let’s look at a couple additional features you should consider:

  1. Standardization. This is my favorite aspect of developing a company-wide LMS. You’re no longer dependent on individual trainers or managers community to community. You’re not dependent, either, on a company that has proprietary control of all your course content, training records and enrollment data. You can create a standardized approach to training all employees, company-wide, using courses you’ve created in-house, courses you’ve licensed from other providers, and content and assessments you’ve determined best help you train your team. You can say, with confidence, every single employee receives the same level, quality and type of training. Every employee is trained YOUR way, no exceptions. No gaps, either, with turnover on a management or trainer level. Pull up training reports from a corporate office and see, at a glance, what training has been completed. Print exception reports and immediately see who’s out of compliance.

  2. Sustainability. This winter my family and I went on a one-week trip to Hawaii. It takes me about 4 days to slow down from my usual pace, and 3 days later we were on a plane heading back home. I got to do one hike (from the book I’d purchased of over 50 island hikes); and had altogether too few umbrella drinks. I determined to come back again in two years and stay a full month – but that means I’ve got work to do at the office. I’ve got to build, in every department, sustainable systems that function and report, with or without me.


  3. Training employees in a consistent way has been demonstrated to affect turnover in a significant way. Reducing your turnover is one key element to improving your quality of care – and that means a higher census and a bigger bottom line.

    Annually required courses that actually build on knowledge and skills, rather than just repeat old training, is not only appreciated by staff, it’s a sign of your commitment to make training real, not just a compliance check-off. It is also vital to any corporation who wants to stand out from the crowd; who wants to say, “Our employees take special care of your loved one – experience it and you’ll see the difference.” You’ll only deliver on that promise if you truly train for a higher level of care than the next company. Not just today, but every single day, throughout the entire year.

    How do you build sustainability in service delivery? You set up a standard of training for each new employee, a standard for every existing employee, and you develop reporting and accountability systems – and incentives – on the part of your managers.

    Then you can join me on the beach for a month, knowing the quality of the service you provide will continue to remain consistent and sustainable.

Whether you’re just starting out, or you’ve built a multi-national company, a corporate LMS might be your solution. If you think you’re ready for this step, let me know. I’ll send you a personalized plan, and help you implement this every step of the way. Better training builds better teams, and that benefits us all.

Tuesday, June 9, 2009

5 things you need to know about corporate learning management systems, Part 2

In Part 1 of this article I shared some information about corporate learning management systems (LMSs) and pricing. Key concepts: having your own LMS gives you total control over courses. You can build your own courses (lots of tools are readily available and easy to use); you can license courses from reputable sources. Expect to either hire a full time online training coordinator, however, or purchase the LMS and support for this from a company that has an expertise in this area. The latter is the quickest way to get going.

In terms of pricing, remember the principle of “you get what you pay for.” You can get online staff training at rock-bottom prices, but if you want more features you should expect to pay just a little more. Do compare both pricing and product.

Let’s move on to another one of the “5 things you need to know:”

What content should I expect to include in a corporate LMS?


The LMS is the structure for online training; the content is what your employees will experience. Look for these elements:

  1. Compliance basics. You should be able to meet your training compliance needs without re-creating courses or re-packaging. Some companies will package courses for you to meet specific orientation requirements, for example. Some will create compliance courses if they don’t already have them. Others offer a robust list of courses but you need to pick and choose what works. Be sure you get, at a minimum, compliance basic courses.
  2. Service enhancing courses. If you provide memory care, look for a very full menu of courses that can allow you to train new and experienced employees.
  3. Advanced level training. Your employees will have to complete basic compliance courses year after year. Make sure the course list you’re choosing from offers advanced level training as well as basics. One complaint we hear from employees is that they hate the repetitive nature of compliance training when it is limited to taking the same course over and over.
  4. Courses that train and engage. This is a little more subjective. Simple training is fine for new employees but more experienced employees want more. They want to be challenged with new information; they want to be grabbed emotionally, too. Best practice in online training suggests that emotional learning is every bit as important as fact-based learning. It’s actually more important in building engagement and retention. Look at actual courses, and let your team members try them, too.
  5. Courses that build your unique brand. Look for an LMS company that will provide you with tools, support and assistance in building your own courses. At a minimum, build a course introducing your company. This can be something as simple as a video interview with the company President or CEO, followed by some text with the company’s mission statement and purpose. Create it with some life and emotional impact; give team members ideas on how to reflect your unique brand in their everyday work, and then create a short scenario quiz to assess whether team members “get it.” Make this part of your new employee orientation, and watch your brand build.
Next week we’ll continue with a few more crucial questions and answers about e-learning to help you make the best decisions possible for your team. Better training builds better teams, and that benefits us all.

Wednesday, June 3, 2009

Innovation means using failure to grow your business

Innovation is the new business buzz word, it seems. Everyone is talking about companies that innovate being companies that will succeed in tough economic times, but no one talks about the risks of innovation.

Innovation means something new or different. Dictionary.com defines it as “the introduction of new things or methods.” Trying something new or different means risking failure – something most of us CEO types are pretty averse to doing.

Late Friday afternoon I was clicking through links I’d saved during the week to read “later.” I ended up on youtube.com and, as one can easily do there, I moved several clicks away from the original link that caught my attention

One video that struck me as worth listening to – twice – was an interview with Columbia Business School Professor Rita McGrath titled “Use Failure to Grow your Business” (see the full interview below).

My initial reaction was probably like yours: “I don’t plan on having any failures.” But it was a slow Friday afternoon, so I listened to the first few sentences and I was hooked.

Dr. McGrath is the author of “Discovery Driven Growth.” Her book is designed to give leaders tools to innovate in their business; to go where they have no past experience going before; where they risk, in fact, failure.

McGrath points out that as you innovate assumptions form the basis for your business decisions – not facts. If you had facts, as she puts it, “Anyone could do it.” But innovation, by its very definition, means doing something for which we can’t find a road map. It means traveling somewhere completely new to us.

The core idea of discovery-driven growth, then, is to “plan to learn not plan to be right.”

Hence the possibility of failures while we’re learning. While McGrath continues in her interview to talk about ways to fail quickly and fail cheaply as being crucial to the learning cycle, she also talks about setting the stage for success in the fundamentals; the things we can control.

If you’re looking for new ways to grow your business and succeed in a changing economic environment, take 10 minutes to listen to this video.

And while you’re considering ways to minimize your risk, let us help you cover the fundamentals of staff training and regulatory compliance in training. We’re innovating, too; offering you a risk-free trial to see how it works for your company (for details of this program contact Wendy Finch, VP of Business Development for aQuire Training at 877-843-8374 or Wendy@aquiretraining.com).

Thursday, May 28, 2009

5 things you need to know about corporate learning management systems, Part 1

You know the value of training – you wouldn’t be reading this otherwise. You know that training your team is the way to significantly increase retention and build quality and reputation at the same time. You’re probably ready to at least begin considering using online learning as an adjunct to your current training program. Maybe you’ve even taken the plunge and signed on with an e-learning provider.

Whether you’re new to e-learning or just thinking about giving it a try, you can maximize the benefits by understanding a little more how to make e-learning truly yours. After all, you can’t really utilize the benefits of e-learning to help make your company more competitive if you’re just using off-the-shelf courses that your competitors use as well.

Over the next couple of weeks I’ll share with you a few of the key concepts in making e-learning truly effective in helping you build a team that stands above the rest. While we’re at it, we’ll look at some of the terms and concepts involved in e-learning that may be new to you – they were all new to me when we first started out in this business several years ago.

Let’s start with the foundational structure of online or e-learning: the Learning Management System (LMS).

What’s an LMS and why should I care?

A Learning Management System (LMS) is different from a subscription you purchase from an e-learning company like aQuire. The LMS is the structure of the system; the courses are the content. The system should give you tools for quickly and easily managing employee enrollment, viewing grades and reports and even having special needs reporting features.

The aQuire Training Tracker module, for example, allows you to enter training received outside of the aQuire system into the reporting database so that you can, with one report, view all training completed by every employee, including conferences and inservices. You can set up exception reports that tell you who hasn’t completed required training, rather than having to pick through completed training lists to find those exceptions yourself. In short, a good LMS will give you the structure you need to manage the training and records of your whole team.

Having an LMS that you control allows you to build custom course content, too. With some programs, you’re simply subscribing to a set of pre-developed courses. With an LMS that you control, you can add your own courses using whatever development tools you wish – from simply PDF documents to flash-animated movies or games.

When you’re considering a new investment in e-learning – or looking for ways to make the investment you’ve already made pay off - look for a solution that allows you to have your own LMS, or at least your own LMS portal. You’ll gain a significant level of control of the training delivered to your team. And if you’re like most corporate execs I know, control of results is a very big deal.

How much should I expect to pay for e-learning?

If you’ve talked to anyone about developing a custom LMS for your company, you’ve probably heard cost estimates of upwards of $100,000 in development, and perhaps 50% of that on an annual support/hosting basis.

You may think that’s the best solution, especially if you want full control.

Here’s a secret: an LMS doesn’t have to be expensive. Open source LMS products are currently some of the best in the market, rivaling those used by corporate or university systems. You can have a custom LMS built, or license one that has been custom built, but you don’t have to do that to gain the same training advantage.

Here’s my advice: pay less for a basic supported LMS and a little bit more for your content. Think about what you want an online training system to do for you: give you the framework to deliver standard, high-quality, custom training and track every bit of training your employees have received in one simple report.

Beyond that, it’s all just bells and whistles. Where your investment really pays off, however, is in content. Your employees will never see the elegant reporting system or the easy-to-use enrollment portals. What they will see is content. They’ll need content that is engaging and effective.

What you need is a system that allows you to add your own custom content quickly and easily, and gives you the support you need to develop and add that content without costing you an arm and leg in tech support fees.

You may be able to negotiate the LMS into a deal for no cost at all, especially if you’re paying for content for many employees. If you do need to purchase your own LMS set up you should look for fees no greater than $2,000-3,000 on a one time basis.

Course content fees typically are based on the number of employees in your company and can range anywhere from $2 – 10 per person per month, depending on your size and the company you purchase courses from. Like with most products, you’ll pay a little more for courses with more features than for very basic courses that are designed to simply meet compliance requirements. Choose the product that best meets your needs for training. You know that investing in your team is worthwhile; don’t try to skimp when it comes to providing quality training.

Next week we’ll continue with a few more crucial questions and answers about e-learning to help you make the best decisions possible for your team. Better training builds better teams, and that benefits us all.

Wednesday, May 20, 2009

Best of the best awards

Love those best of the best awards, don’t you? How many did you win this year?

I hope you’re not one of those people that win awards like this year after year – you won’t be able to relate at all.

I’ve never won a “best of the best” award. I’ve never even been a runner-up. But day after day, week after week, month after month I continue to do work that I believe contributes to the quality of care we provide to today's elderly.

Most senior care companies, I’d venture to say, are a lot like me in that regard. They do their work, every day, month and year, focusing on the area where they can improve lives. Maybe it’s just 5 families that they serve; maybe its 40 families, or 400.

What matters, at the end of the day, however, is not how many awards you win, but how much difference you’ve made.

Has someone finally been able to take a guilt-free, stress-free vacation because of your work?

Has someone else had “ahaa” moments that led to more joyful caregiving because of your efforts?

Many of us innovate in our care every day. We creatively solve problems while managing budgets, employee challenges and difficult clients. We see needs and we work to meet them, often by creating new programs or simply adapting existing programs to meet individual needs.

So from me to you – and me to me – here’s an award: The Quietly-going-about-our-business-while-making-a-real-difference Award.

Wednesday, May 13, 2009

Just around the corner

One of my alternate routes to work takes me on a path through a sizeable green space behind my house. I need a few extra minutes if I’m taking this path, but I try to set the time aside at least once a week.

Last week, the route took an extra hour, rather than the usual 15 minutes. I had to stop every few steps to take another picture (my favorite feature of my new phone). It was astonishingly beautiful, with wildflowers blanketing the meadow and trees in bloom. I even saw a deer wandering through the trees – a very unusual sight in these woods. By the time I whipped out my phone to take a quick picture, he had sauntered back off into the woods.

I’ve been watching for change particularly closely this spring. Our winter was long and harsh. The trees were just big, barren sticks far into the usual season of new growth. But when spring finally arrived, the transformation seemed to happen right before my eyes. Leaves filled out the undergrowth first, then slowly appeared on the oaks and maples, starting as a light green haze and then, within days, expanding to vast canopies of leaves.

I’ve been looking for signs of spring in our business, too. I’ve noticed how just a little change creates a dynamic cycle of growth. Sometimes we seem to spend a lot of energy with no results; then it blossoms into a period of growth and success.

The take-home lesson for me is simply this: our work isn’t wasted. Sometimes it is preparing the ground for the coming period of rapid growth. Sometimes it’s a matter of tending that growth so that it doesn’t overwhelm us. Often, like in nature, we need the right combination of elements to converge before our efforts will yield visible results.

If you feel like your marketing efforts, for example, are not taking you anywhere, think about the spring. Add in an upturn in the economy, more optimism on the part of prospective clients, and you may see your company experience a spring-like growth spurt, all because of the work you continued to do, even during what feels like the dormant season of no results.

Springtime in nature requires several elements to spur the growth. What we see as the results are stunningly beautiful. I have confidence that the springtime in this business cycle is just around the corner – and the results will be spectacular.

Wednesday, May 6, 2009

Key ideas for marketing to today’s seniors

If you’ve ever heard Ken Dychtwald, founder of Age Wave and visionary gerontologist/psychologist/author, speak about the concerns of mature adults today, you know that he often sees things from a unique perspective.

His latest book, Retirement at the Tipping Point, followed more than 2,000 people over time, resulting in a look at people’s attitude and experience before and during the current financial crisis. It contains some insights that may prove interesting to all of us who provide services to baby boomers and the elderly.

Financial concerns top the list of issues. This certainly isn’t a shocker, but realizing the depth of people’s concerns is certainly enlightening. With 60% of American’s losing money in their retirement funds, concerns about delay in retirement or unexpected expenses is at the forefront of today’s boomers. Interestingly, 81% of the people studied said that the most important piece of financial advice parents can give their children is to “live within your means;” up from only 69% who responded in this way before the market drop.

Lesson for providers? Emphasize, more than ever, the financial wisdom of your product or services. You not only need to demonstrate that you provide value for the dollar; you need to be prepared to discuss how your product or service will comfortably fit within the means of the prospect.

Values are shifting from wealth to relationships.
Relationships within families are becoming increasingly important as families support members financially and emotionally. Twice as many respondents identified that “loving family and relationships” are more important than being wealthy.

Lesson for providers? Include family members in conversations whenever possible. Point out ways that your product or service can enhance relationships, especially if you offer personal care services that can allow the family to focus on relationships instead of tasks. Point out how your service can offer family peace of mind, as well, especially if you can emphasize areas where you exceed the usual standards, for example in the training or qualifications of your employees. Frame your benefits in terms of building and nurturing the relationships among the family or friends of the prospective client.

Retirees are seeking to make a difference. They want meaningful work or volunteer opportunities, even into later life. They’d rather not just be stuffing envelopes, either.

Lesson for providers? Be sure your activity and enrichment programs, if you offer them, include opportunities for clients at all levels to continue to contribute. Crocheting hats and scarves for kids or the homeless is something nearly anyone can do, for example.

Overall, Americans are resilient and resourceful, reports Dychtwald. Today, they’re more focused than ever on benefits that have meaning – and fit financially – in their lives.

Wednesday, April 29, 2009

Top five ways to succeed in this economy

True confession: I love to shop. Nothing is more fun for me than finding something of excellent quality at a bargain price. Must be the ancestral Viking blood that surges through my veins and makes me feel like a warrior.

Every once in a while I go online and start shopping for things that sound like a bargain. Not clothes or toys – domain names. I love website names that seem perfectly logical and descriptive – where else would you go, for example, for your continuing education course than a website named EasyCEU.com? (we own that one). And if you’re a new family caregiver, wouldn’t CaringForMom.com be the logical place you’d turn? (Own that one, too; we plan to launch it fully very soon). My husband and I and a small group of our friends have started a Sunday afternoon hiking group for fun and fitness – so I bought hillhikes.com to record our adventures (it’s not live yet; don’t bother checking).

Last night I was shopping for another name I’d thought of (it was taken) and came across a video blog that I paused and watched for a full 5 minutes. It’s not often I’ll even watch a 2 minute youtube video, but this one was right on the mark. I’ll give you the link at the bottom of this page, but be forewarned: the blogger, Bob Parsons, is a Hugh Heffner wanna be (my assessment) and he uses some fairly unconventional props in rather unnecessary ways (again, my opinion only). His message, nonetheless, is right on the money.

Title: Top five ways to make this bad economy work for your business.

Key points: Anyone can succeed in a good economy. In a bad economy, our true measure is taken. It’s your opportunity to show what you’ve really got – making it now means you’re truly successful. So what should you do?
1) Look for opportunities that arise from less competition. Some of your competition will likely fail, fold or retreat, giving you opportunities that may never exist again in your marketplace.
2) Improve your products and services NOW. You’ll stand out while your competition stands still. Take advantage of advertising bargains today – buy commercials you never could afford before; negotiate bigger ads for less money. (Singing my tune!)
3) Find a way to offer your customers more value for less money. People are bargain shopping today like they haven’t in years, and they’re still buying when the price – and the product – is right.
4) Take advantage of the best talent you can hire, at wages you can afford. Build up the talent in your team while you have some excellent, top-quality candidates to choose from. This won’t last, either, as we all know.
5) Renegotiate with your vendors. Your clients are looking for bargains or flexibility; ask your vendors to give you the same benefit. You’re a valuable client to every one of your vendors; don’t hesitate to ask them for added discounts or payment flexibility.

There are bargains – and benefits – all over in this bad economy. I don’t know about you, but I’m shopping!

Here’s the link to see the video blog for yourself (remember, though, I warned you): http://www.bobparsons.me/blog24.html?watch=1

Tuesday, April 21, 2009

Save one dollar or one million with online training

Are you still wondering if online staff training can save your organization money? If that question hasn’t yet been answered to your satisfaction, take a look at the latest effort by President Obama’s Cabinet to cut costs and reduce expenditures.

Top of the list is the Department of Agriculture’s plan to cut $1.3 million by switching from in-person training to internet based training.

The Department of Veteran’s Affairs is planning to save $17.8 million dollars by canceling or delaying conferences, turning instead to internet or video conferencing.

It is now a simple, no-brainer: distance training saves money.

Maybe that’s why in the past six months we have seen the biggest growth in new clients in our company, at a time when the same six months have resulted in the worst sales in history for many other companies.

Companies need to save money; at the same time they simply can’t afford to stop providing training and enhancing their workforce. It’s a time when focusing on the little things – the small expenses, perhaps, that add up over time – and the big things – the quality of care and services you provide – are both competing for your attention.

President Obama is taking a lot of heat from critics for proposing cuts that are too small and don’t add up to much. Only $100 million dollars isn’t a lot for a budget the size of the U.S. government’s.

But for those of us who manage our own organization’s budgets, we know that a few dollars here and a few dollars there add up, over time, to significant savings. Online training is a quick, easy way to start adding up those dollars and saving real money.

Wednesday, April 15, 2009

Today’s opportunity: Create sustainable systems to reduce turnover and more

As you know, I’m the “glass half full” sort of person. I try to consciously filter out all the doom and gloom of the daily news (“Economic woes much worse than the Great Depression” for example) and focus on the small hidden articles that headline, “Opportunities exist even today!”

Some companies are frustrated because the phone isn’t ringing quite so often. The traffic in the door might be lighter, and the anxiety level higher. But when you consider the quieter times as a window of opportunity to plan and execute some new approaches, it can be exciting, too.

Here’s the question one of my favorite business consultants suggested: what needs to be done in your company to make it function without your daily presence?

The idea for some people may be to move from full-time-plus into semi-retirement, but for many of us the idea is simply to free up our personal time to write a book, to teach a class, to create a new division within our company. If you’re nose-to-the-grindstone day after day, just to keep the current company functions working as you want them to work, you don’t have time for these new creative – hopefully profitable – activities.

You may not be the owner of the company, or even work in the “C-suite”. The same question, however, is relevant: will the functions that you’re responsible for continue without your daily work?

It’s a question of systems, really. It’s a matter of building expectations for each member of the team so that day after day, month after month, year after year, quality outcome happens.

Creating and implementing sustainable systems takes time, planning, effort and energy. You might need to create a beta-system approach, test it, revise it, re-launch it – maybe several times before you get an approach that becomes sustainable.

Maybe one of your company goals is to reduce employee turnover this year. What sustainable systems will you implement to make this happen, month after month, year after year? PHI has an excellent publication titled “12 steps for creating a culture of retention” that sets out researched activities any organization can follow for reducing turnover. It breaks into two major areas: Recruitment and selection and creating a culture of retention.

My favorite step? Step #10: Offer robust learning through training, on-the-job learning, career development and advancement.

For this step, we can help you create the sustainable system to continue to offer every single team member opportunities for professional growth and career advancement.

For the other steps, you’ll need to evaluate, create, test and implement systems that simply make them a part of what happens in your company.

Automatically. Without your daily nagging or hands’ on efforts.

Creating a system that is sustainable takes focus and time. But what better time to create a system for future excellence than today, when perhaps you and other members of your team are just a little less busy than usual? It’s an exciting opportunity. Those of us that grab this opportunity and benefit from it will see results long after the economy’s turned the corner.

Tuesday, April 7, 2009

The few healthy sectors in our economy

Six years ago my daughter took Health 11 online from Brigham Young University’s high school online program. We weren’t into home-schooling; she just didn’t want to miss her dance classes and had a scheduling conflict. I think it was the only “B” she got that term, too – the course was very rigorous.

Today, online education is one of the fastest growing segments of education in general – and education is, along with healthcare, one of the few healthy sectors in our economy.

What’s going on?

Simply this: online education makes good sense. It is increasingly accessible and affordable, and it offers individuals an opportunity to grow and achieve without the customary barriers to higher education like time and location.

Our staff here at aQuire Training Solutions is busier than ever, as new clients contact us, ready to get started – without the traditional need for a sales pitch from our team. They know that, to stay competitive, they need to offer training opportunities to their employees. They are hiring the best and brightest they can find, but realizing that to keep those people engaged and on board they’ll need to provide a competitive set of benefits, including continued learning and growth opportunities.

At the same time, companies are looking for ways to reduce any unnecessary expenses. Adding online training is helping them cut instructor time, freeing up that valuable resource for client relationship building, marketing and more efficient management.

They’re cutting down overtime and worker’s comp claims by increasing the level of employee engagement, knowledge and skills.

They’re achieving benefits that, today, are essential for business health.

US News and World Reports noted this trend, saying,

“time-stressed Americans fed up with commuting costs are already choosing online education. More than 4 million enrolled in at least one online course last fall, up from fewer than 2 million in 2003.”

Typical recession behavior tends to find business operators digging in; avoiding starting new programs or services.

This recession seems to be different. Successful operators are carefully examining how they run their company. They’re looking at their highest wage-earning employee’s use of time, and focusing that time on activities that bring the most benefit – short and long-term – to the company.

That’s keeping our team busier than we’ve ever been. Mind you, I’m not complaining!

Wednesday, April 1, 2009

Compassion fatigue – are we losing our best and brightest to this?

Science Daily ran a news story April 1 that’s no April Fool’s joke.

The story details the challenges that health care professionals who care for severely ill, dying individuals experience.

“The term compassion fatigue was first coined in the 1990s to describe a syndrome experienced by a healthcare provider caring for individuals facing dire consequences as a result of their disease. Going beyond empathy or "feeling bad" for the person, it effects the nurse, doctor or other member of the healthcare team in a way that he or she often develops a distance from the patient as a way of self-protection.

Symptoms of compassion fatigue include chronic tiredness and irritability, lack of joy in life, engagement in behaviors which are fine in moderation, such as drinking, at a destructive level. Like individuals who have post traumatic stress disorder (PTSD), those with compassion fatigue often re-experience the deaths of their patients, according to Dr. Carney Doebbeling.

Compassion fatigue can lead individuals to protect or insulate themselves by loss of compassion, cynicism, boredom, decreased productivity, more sick days and ultimately higher turnover.”

In my early days training senior care staff, we used to talk about the one certainty we face as senior care professionals: every one of our clients will die. Some quickly; some after many years in our care. But they will all, eventually, die.

That fact makes us all ripe for compassion fatigue. Perhaps it explains, at least a little, the high rate of turnover that is endemic to our profession.

Jennifer Phillips Graham writes about the arrival of spring – a promise even where it’s not yet a reality.

“Sweet, sweet spring – a time of renewal, growth and new beginnings. We encounter rain, mud and slush, but our step is lighter because we know the end is in sight. We’ve survived cold and darkness, and emerged with a fresh purpose.

When I consider how vital this renewal is to the human spirit, my heart goes out to those who have depleted their reservoirs, those who desperately need refueled.
Is a change in weather enough for them?”

Graham goes on to recommend simple things we can do to support people who may be in the grip of compassion fatigue:

“As birds fly in flocks to reduce the energy they expend, we can join forces to lighten the load of nurturers.”

Send a card or flowers to a caregiver you know.

Volunteer your time to give a caregiver a break…Even a “How you doin’?” can lift the spirits.”

As leaders and decision-makers, we’re often out of the daily grind that breeds this depth of fatigue. But we’re in the perfect position to support these individuals; to recognize that caring, with compassion, takes a toll.

A hand-written card. A walk-through that includes time to say, “hi” and “thank-you” to team members. An extra 10 minutes helping at lunch time in the dining room.

These simple things may be unexpected, and all the more powerful to lift the spirits and lighten the psychological load of the most important members of our team: the compassion-filled caregivers.