Resources

The best time for your business to have a crisis communications plan in place is yesterday. 
The second-best time is now. To wait until a crisis happens can leave you unprepared, slow to respond and facing reputational and financial damage.

Information  – everything from real and reputable to unsourced, irresponsible or even imaginary - spreads like a flash in our digital world. 
Peace of mind and trust are at the core of your customer relationship. When something shakes that, you must be ready to respond and repair. Thoughtful planning, clear protocols and a solid toolbox can set you up for the best outcomes in the worst situations. 

That work is worth it. How your handling of a crisis is publicly perceived can not only be a watershed moment for your business future, but if you manage it well you can actually enhance your image. 
What constitutes a crisis? Every crisis is unique, but three elements are common. 
A crisis poses  a threat to the organization, is unexpected, and provides a short timeline to make decisions.
Situations that can rise to crisis level in senior living include a property sale or major renovation that requires residents to move. A structural or environmental emergency that necessitates evacuation. An environmental or natural disaster, such as a wildfire, flood or power outage. 

A dispute with a resident/family that escalates to public complaints on social media or in the media. A disgruntled employee who goes public with untrue allegations. A resident who is injured or goes missing. A staff member who is hurt on the job. 
Or a repeat of the one you know only too well – a public health situation that threatens residents’ health and requires restrictions of movement and visitation.
There are three stages to a crisis: Pre-crisis, crisis response, and post-crisis. 

Stage 1: Pre-crisis - Preparation is the Cure for Panic
How you start is often how your finish. 
Do the right things long before crisis strikes, and you will go into an adverse situation as a known, respected and caring company.  Work on that every day by  growing recognition through community involvement, advertising, favourable word of mouth, positive attention in media and your authentic and reliable connection with your customers. 

Build Your Toolbox 

•    Select a crisis team.
•    Assign spokespeople authorized to speak to the media and make crystal clear that everyone else must not. If you think an enterprising reporter won’t wait outside your property to ask a passing staffer about the situation, think again. 
•    Identify your audiences/stakeholders, which may include residents and their loved ones, staff and their families, volunteers, neighbours, investors, media, sector partners, government agencies and public officials. 
•    Pre-craft materials, including Company History, Fact Sheets, Contact Lists of key agencies/emergency services, Media Release and Holding Statement templates. Build a Media Contacts list for fast distribution of news releases and to respond to inaccurate published information. Set up a database/form to track Media Inquiries and coverage.

A Special Note on Holding Statements – Silence is Not Golden

In a perfect world, your goal is to be able to tell the truth and tell it quickly. 
Those directly affected by the crisis are looking to you for reassurance and guidance and the broader community will be too as soon as they hear about it.
But sometimes, it takes time for a challenge and the best response to it to become clear. Or legal issues restrict what you can disclose.
This is when issuing a holding statement is a wise choice. It is always better than saying nothing. What do you think when you hear a company or individual say, “No comment?” Probably nothing good. An opportunity has been lost and a poor impression may be made. 
A Holding Statement indicates you are engaged, accountable and working towards a resolution.
Here are three examples of templates: 

i. Incident

“At this time, we have confirmed that (say what happened, for example: a fire, flood, employee accident. Only include information that has been confirmed, never speculation or rumour.) happened (when) at (location) involving (who; this may be limited by resident/employee privacy, in which case keep it generic.) We are working to determine (damage, injuries, etc.). 
The safety and well-being of our residents, employees, and neighbours are our top priority. 
The incident is under investigation and more information will be forthcoming as it is available.”

ii. Lawsuit⠀⠀⠀⠀⠀⠀⠀⠀ 
“We cannot comment on ongoing litigation, but (our company) is aware of this action and committed to (example: fully reviewing and responding to this lawsuit in the appropriate forum.)” 

iii. Allegation or proven incident of improper behaviour by an employee
This could range anywhere from an identified employee’s behaviour on social media, allegations they discriminated or mistreated residents or fellow staffers, all the way up to a criminal charge. 

“We are saddened by the allegations surrounding the (incident/accusation) with/against (employee). (Our company) is committed to being a safe and inclusive workplace for all. 
This behaviour does not represent our company’s values and we denounce what was (said/done.) 
We are assessing these accusations and working to identify the best course of action to ensure it is not repeated in the future. 
In the meantime, we want to offer our sincerest apologies to all those affected.” 

Stage 2 – Crisis Response 

Activate:  
Your crisis team, including Legal if appropriate, establish meeting schedules, administrative support, contact and spokesperson protocols.

Assess:  
Does the situation pose a serious threat to people or property? Has there been a serious injury of loss of life?
Is the situation public? Is it likely to become public?
Have safety protocols/best practices been missed?
Are emergency services involved?
Are sector inspectors/regulators involved?
Has the situation led to negative social media/media coverage?
What is the path to resolution and recovery?
Formulate key messages.

Communicate: 
To primary stakeholders, residents, families, employees.
Prepare media statement (or Holding Statement if appropriate), ensure fact sheets and contacts are up to date. Prepare Key Messages specific to the situation to guide spokespeople. 
Respond to media calls, monitor coverage and correct media errors.
Use owned media, such as your social accounts and website to amplify messaging and consider purchasing media to get your message out. 

What to Do When the Media Calls 
1. Ask questions to clarify what story they are doing. 
2. Ask for their deadline. Do your best to respond in time.
3. Ask to respond in writing. (We are all less likely to misspeak in an email and it’s easier to stick to key messages.) 
4. Track all inquiries and coverage. 

Remember, there is no such thing as “just talking” to a journalist. Never say anything you don’t want to see on the front page of the Toronto Star. 

Understand Your Resources and Know When To Ask for Help 

Many senior living operators belong to an industry organization that can guide you and, in some cases, step in to speak instead of you. 
If media are seeking information about an issue affecting the overall sector rather than something specific to your company, it’s appropriate to redirect them to the association for comment.  Some associations also provide members with a crisis communications toolkit. 
 

Stage 3 – Post-Crisis – A Time to Learn and Grow

Unfortunately, organizations are often so relieved to be through the crisis that they skip this stage, missing an important opportunity for assessment and improvement for the future. 
Enjoy the silver linings of surviving a crisis – new skills, satisfaction at a situation well managed and a stronger sense of company solidarity – but also  do what it takes to make sure you’re ready for the next one. 

Claire Bickley is the former National Manager, Public Relations, for Chartwell Retirement Residences. As a journalist, she worked for Canada’s largest media outlets, experience that informs her current work as a communications consultant. 

For professionals in the seniors housing industry, it’s easy to assume that moving into a retirement residence is an event that clients eagerly anticipate. However, the reality can be quite different. Despite our beautiful buildings, thoughtfully designed suites, and dedicated staff, the transition to a retirement residence often invokes feelings of loss—specifically, a loss of autonomy, independence, and sometimes health. While many who've lived in these residences affirm it was one of the best decisions they ever made, it’s crucial to recognize that prospects often begin their journey from a place of apprehension. With an understanding of their perspective, we can ease their transition, making the move into our vibrant community as smooth and welcoming as possible. Let’s aim to surprise and delight our new residents, starting their experience on an uplifting note.

Benefits of a Comprehensive Resident Integration Plan

Implementing a customer-focused resident integration plan yields numerous benefits for operators. Well-informed and valued residents require less assistance, as they arrive with expectations set and questions answered. Having established relationships can enhance their comfort and reduce dissatisfaction. Moreover, satisfied residents are better positioned to offer positive referrals, leading to new qualified leads for your residence.

Three Phases of a Successful Resident Integration Program

A successful resident integration program comprises three key phases: pre-move-in, move-in day, and the first 30 to 60 days post-move-in.

Phase One: Pre-Move-In

For the pre-move-in phase, just imagine what it is like on the day you finally commit to this huge decision to change a lifestyle you have led for decades. It can be quite daunting and cause great anxiety. That’s why depositors will sometimes cancel and ask for a deposit refund within a few short days.   Here are few ideas to minimize the chance of deposits dropping off and to smooth this phase for the depositors:

• Personalized Communication: Encourage sales staff to contact the new depositor within a day of their initial deposit. A follow-up call can clarify next steps and reaffirm that they are making a positive choice.
• Welcome Gestures: A handwritten note from the General Manager expressing enthusiasm for their upcoming journey can make a significant impact. For upscale residences, consider sending a small bouquet as a thoughtful gesture.
• Engagement Opportunities: The deposit period can sometimes be lengthy. Actively involve depositors in life at the residence through invitations to social events. This connection helps them build relationships and eases their transition.
• Monthly Orientation Events: Host gatherings for depositors moving in over the next month, inviting their families. Department heads can share insights about daily life at the residence, and select, carefully chosen current residents can address questions. Distributing comprehensive Resident Information Handbooks will prepare new residents, and their families, for their transition.  Offer an electronic version of the Handbook that can be emailed to those who request one.
• Seamless Paperwork Transfer: The deposit process reserves the chosen suit for that prospect but is not a full commitment until the residency agreement has been signed and any necessary health assessment has taken place. This means that the depositor will have to come to the residence on another day and complete some paperwork.   On the day of their paperwork completion, ensure all materials are ready, and the General Manager is available to go through essential documents and answer any questions. This is also a great opportunity to “transfer the relationship” from sales to operations – a necessary step if you want to keep your salesperson focused on bringing in new business.
• Comprehensive Move-In Package: Provide resources such as reputable movers, downsizing companies, and donation options. Include essential details about move-in logistics, including parking instructions, contact personnel, suite access, and available moving aids. If possible, offer a floor plan to help them visualize their setup.

• Guest Suite Access: If it is available, you might also like to offer the new resident the use of a guest suite. Moving is exhausting and stressful. Families might far prefer to have their loved one stay overnight on the evening before the move, while they do the last of the packing and organize the move itself. They may want to get the new suite entirely set up and then have their loved one simply walk in when everything is complete

Phase Two: Move-In Day

This is a big day for your new resident.  Do everything you can to ensure it goes smoothly. This might include:

• Timing Suggestions: Encourage new residents to move on weekdays when most staff members, including department heads, are available to assist. However, welcome weekend moves with enthusiasm as well.
• Staff Protocols: Develop a standard protocol to inform all staff about the move, ensuring every encounter starts with a warm welcome.
• Accessible Facilities: Ensure designated parking and clear unloading areas for the moving truck. Book the elevator in advance and equip it with protective coverings.
• Staff Support: Assign a specific staff member to assist the resident and their family throughout the move-in process.
• Warm Reception: Train receptionists to recognize and welcome incoming residents, providing key access and general assistance.
• Refreshments: Provide bottles of water, coffee, tea, and light snacks for residents and their families during the moving process.
• Orientation Materials: Ensure a hard copy of the Resident Information Handbook is available in the suite, clearly outlining cleaning schedules and laundry days.
• Complimentary Meals: Make arrangements for lunch and dinner at no cost for the resident and family on move-in day.
• Moderate Welcome Visits: Welcome visits and orientation from all department heads are important – but can be overwhelming.  A visit from the salesperson and the General Manager are sufficient for the first day.  And perhaps from the charge nurse if the resident will receive medication administration or other care services that day.  But don’t overwhelm them.  Do, however, bring a card signed by all department heads, and a nice welcome gift – preferably something chosen with the resident’s individual interests and tastes in mind.

Phase Three: The First 30 to 60 Days

You’ve woken up in a place other than the bedroom you’ve slept in for the past 40-plus years – and your new life is about to begin.  What would make you more comfortable?

• Structured Orientation: Create an orientation checklist for department heads, ensuring consistent communication about residents' preferences, interests, and routines.
• Resident Ambassadors: Pair new residents with an Ambassador to help them acclimate, facilitating introductions to other residents and easing the social transition.
• Dining Flexibility: Have the dining room manager seat new residents with different groups to foster connections.
• Follow-Up Visits: Schedule tea or casual visits from sales staff a few days after the move to maintain connections.
• New Resident Events: Host a monthly New Resident Wine & Cheese mixer, complete with name tags and boutonnieres for newcomers to encourage mingling with current residents.
• Community Spotlight: If the new resident consents, feature their story in the monthly newsletter to help them feel valued and recognized.
• Exploration of Interests: Engage with new residents to discover their hobbies, backgrounds, and potential interests in volunteer opportunities.
• Housewarming Opportunities: Allow new residents to host a housewarming event, giving them a chance to invite family and friends—an excellent way to promote your community.
• Regular Check-Ins: Monitor the progress of new residents through feedback from staff, ensuring they feel at home and connected.
• Family Follow-Ups: Maintain regular communication with families post-move; a quick call a few days after move-in can reassure them and address any concerns.
• Feedback Loop: Conduct surveys post-move-in to gather insights and suggestions for improving the transition experience.
• Encourage Online Reviews: If residents and families are satisfied, invite them to leave reviews on platforms like Google.

A happy resident is worth their weight in referrals!  Ensure your new residents have a smooth and enjoyable introduction to life at your residence and everyone will benefit.

By Heather Hillier-Green
President & CEO, Greenhouse Marketing, Sales & Recruitment

Abstract: 

Adequate protein intake is critical for older adults due to declines in lean tissue that occur rapidly with ageing. Protein is necessary for preserving lean tissue that helps with immune function, preventing falls/fractures and maintaining physical function. 

This article will outline recommended protein requirements for older adults and practical approaches to ensure protein requirements are met daily. 

Why is protein important for older adults?

Sarcopenia, the loss of grip strength and decline in walking speed associated with low muscle mass1 poses significant risk for increased morbidity and mortality in older adults, particularly the frail elderly1,2. 

Adequate protein intake is critical for older adults to preserve the loss of lean tissue3 that is important for a strong immune system, shortening recovery from illness and wound healing, preventing falls and fractures, maintaining physical function and overall wellness4.
What foods are high in protein?

Protein is found in all foods in varying amounts. Higher amounts and quality protein are found in animal foods:  lean meat, poultry, fish, shellfish, eggs and dairy (milk, yogurt, kefir, cheese). Legumes (chickpeas, lentils, beans), soy, tofu, nuts (almonds, cashews, walnuts, etc.) seeds (chia, flax, hemp, sesame, pumpkin) and nut butters (peanut, almond, hazelnut) are examples of plant foods that contain high amounts of protein. 

Grains, vegetables and fruit also contain protein albeit in small amounts. Therefore, eating a variety of foods from all food groups can help one reach their daily protein requirements. 

How much protein is needed each day?  

The current Dietary Reference Intake for adults over 18 years is 0.8 g/kg body weight5. This amount is also recommended for adults living with chronic kidney disease6. 

However, higher amounts [1.0-1.2 g/kg body weight (BW)] are recommended for older adults, particularly those living with acute illness, infection and/or pressure ulcers5,6,7. Still higher intakes are advised for the management of sarcopenia, i.e. up to 1.5 g/kg BW each day in combination with resistance exercise8.

Based on these recommendations, an older adult weighing 170 lbs would need approximately 93 g (1.2g/kg BW) to 116 grams of protein (1.5g/kg BW) each day depending on their health and functional status. Reading food labels can provide information about how much protein is in foods. A registered dietitian can also assess if you are meeting your requirements.

How do I know if the older adult in my life is getting enough protein?

The following principles can provide a practical guide to help ensure that the older adult in your life is getting enough protein each day.  

1.    Include a high source of protein with every meal.
Missing or skipping a meal will make it difficult for an older adult to meet their energy and protein requirements. Make sure they eat three meals a day, i.e. breakfast, lunch and dinner that always includes a high protein option at every meal. Refer to ‘What foods are high in protein?’ for examples.

2.    Fill a quarter of the plate with a protein choice. 
Health Canada’s Plate Model (see diagram9) is a useful tool to guide individuals on food portions. The older adult should aim to consume an amount 
of high-quality protein that fills a quarter of their plate. Eating with others can make the dining experience more enjoyable and can help to promote intake.

3.    Incorporate high protein snacks.
For older adults with small appetites, including high protein snacks between meals can encourage protein intake. Examples of high protein snacks are: Greek yogurt & fruit; cheese and crackers; peanut butter on toast; edamame; bean dip or a handful of nuts.

Many factors can impact food intake such as, cognitive status, functional limitations, swallowing problems and poor mental health to name a few6. If dentition is a problem, crushing or grounding nuts in powder form can be added to yogurt, milk or milk alternative (soy, almond, oat milks). For those with reduced appetites, eating solid food can be difficult and uninviting. In this case, a drink with complete nutrition that is high in protein (e.g. SperriTM, BoostTM, EnsureTM, Carnation Instant BreakfastTM) can prove to be very helpful in promoting protein-energy intake.

Summary

Getting enough protein in the diet of an older adult is critical to help preserve and minimize the loss of lean tissue. Eating regular, well-balanced meals every day, along with daily physical activity can help to build strength, improve balance, prevent falls and fractures, and promote a better quality of life.  
Writer Bio:

Maria Ricupero is a Registered Dietitian and Certified Diabetes Educator with a nutrition consulting practice in downtown Toronto, Canada. She is Assistant Professor at the University of Toronto, is published in peer reviewed journals and has presented at professional conferences both nationally and internationally. You can learn more about Maria at www.mariaricupero.ca and LinkedIn

References:
1.    Morley, J.E., Anker, S.D. & von Haehling, S.. Prevalence, incidence, and clinical impact of sarcopenia: facts, numbers, and   epidemiology—update 2014. Cachexia Sarcopenia Muscle. 2014; 5:253–259.

2.    Cruz-Jentoft, A.J., Bahat, G., Bauer, J., Writing Group for the European Working Group on Sarcopenia in Older People 2 (EWGSOP2), and the Extended Group for EWGSOP2, Sarcopenia: revised European consensus on definition and diagnosis, Age and Ageing, Volume 48, Issue 1, January 2019, Pages 16–31, https://doi.org/10.1093/ageing/afy169

3.    Coelho-Junior, H.J.; Calvani, R.; Azzolino, D.; Picca, A.; Tosato, M.; Landi, F.; Cesari, M.; Marzetti, E. Protein Intake and Sarcopenia in Older Adults: A Systematic Review and Meta-Analysis. Int. J. Environ. Res. Public Health 2022, 19, 8718. https://doi.org/10.3390/ ijerph19148718 

4.    Posthauer, M.E., Banks, M., Dorner, B., Schols, J.The Role of Nutrition for Pressure Ulcer Management. Advances in Skin & Wound Care. 2015; 28(4):175-188.

5.    Wolfe, R., Cifelli, A., Kostas, G., Kim, I. Optimizing Protein Intake in Adults: Interpretation and Application of the Recommended Dietary Allowance Compared with the Acceptable Macronutrient Distribution Range. Advances in Nutrition. 2017: 8(2), 266–75. https://doi.org/10.3945/an.116.013821 

6.    Reber, E.; Gomes, F.; Vasiloglou, M.F.; Schuetz, P.; Stanga, Z. Nutritional Risk Screening and Assessment. J. Clin. Med. 2019, 8, 1065. https://doi.org/10.3390/jcm8071065

7.    Dietitians of Canada. Best Practices for Nutrition, Food Service, and Dining in LTC Homes. A Working Paper of the Ontario LTC Action Group. 2019. https://tinyurl.com/yhybbeb4 

8.    Bauer J, Morley JE, Schols AMWJ, Ferrucci L, et al. Sarcopenia: A Time for Action. An SCWD Position Paper. J Cachexia Sarcopenia Muscle. 2019 Oct;10(5):956-961. doi: 10.1002/jcsm.12483. 

9.    Government of Canada. Canada’s Food Guide. 2024-08-05, https://food-guide.canada.ca/en/ 

In the competitive landscape of the vending industry, the choice between selling bottles and cans is a pivotal one. Soft drinks in aluminum cans have long been a symbol of refreshment and convenience, but traditional can vending equipment has been gradually on the decline. This is influenced by the suppliers involved, but also consumer changes in the Canadian marketplace.  This article delves into the growing movement toward bottled formats and why it is important for your business.

There are many advantages and arguments to be presented in favour of bottled beverages.  Let’s start with the most important: your revenue and profit opportunity. Whether you have a vending machine, micro market, or other retail concept you have limited space and unfortunately must make hard choices. Carbonated soft drink cans are widely believed to be cheaper products with a lower perceived value for consumers in addition to the cost / markup being generally lower. Bottles on the other hand are highly marketed by the big beverage companies and can command a higher selling price, boosting your margin and revenue. If you look at the math based on your product cost and have good guidance on the suggested retail price you will see the financial benefits immediately.

There are also a couple reasons why consumers may want to choose a bottle over a can. For example, many of the cold beverage innovations, new flavours, and line extensions are produced and promoted in a bottle format only; not always, but this is generally the case. With more selection to choose from it will be easier for your operation to keep up with trends and preferences of your region and target demographic. That way you can mix up your planogram to keep things exciting and modern. In addition, there’s the added bonus that bottles are resealable so they can be purchased for immediate consumption or enjoyed throughout the day. For micro market or retail locations this opens up more “day parts” and can help bring consumers into your location.

There can be some hesitation to support bottles in plastic packaging from an environmental perspective, however, sustainability in the beverage category has been steadily improving. It can be subjective on what packaging material is the “best” for the environment, but in general companies are getting more efficient and cleaner with their packaging. For example, many of the large beverage producers are shifting away from PET toward RPET (100% recycled plastic) and reducing our reliance on virgin plastic material. The key is having a strong recycling system and consistent supply of RPET across the supply chain.

When comparing bottled beverages versus cans, bottled beverages hold many benefits for vending and micro market operators in striking the balance between maximizing profits and meeting consumer needs without compromising on the quality of product. In closing when you are considering your options, we recommend you keep all of these factors in mind, ensure you have an optimized planogram, and understand what your customers are looking for and willing to pay.  

About the Author:
Andrew Smith is the Procurement Director of Consumer-Packaged-Goods at Complete Purchasing Services Inc, a leading supply chain solutions provider for hospitality and non-commercial clients in Canada. Andrew has been in the foodservice industry for 9+ years with expertise on cold beverage strategy and CPG category development. Learn more about Complete Purchasing Services by visiting eCPS.ca.

Since 2020, “inflation” has become a more commonly used term in the food industry and in daily conversations of consumers. At its core, inflation decreases purchasing power due to a rise in prices. Rapid inflation in the last couple of years has challenged both businesses and consumers to adapt their purchasing behaviour and strategies to mitigate the financial impact of inflation. Although the rise in inflation can be attributed to a long list of reasons, there are three key drivers that are critical to call-out.

Supply Chain Challenges

The onset of COVID brought forth panic buying and “pantry loading” which resulted in significant demand fluctuations for retailers and manufacturers. This created unpredictability and a ripple effect throughout the supply chain in terms of forecast accuracy, inventory planning, and operational pressure. In addition, availability of labour, transportation costs, and the price of raw materials and packaging, contributed to a lack of stability within the supply chain. These factors created challenges in managing operational costs and a high percentage was passed down to consumers. Although food categories have been impacted primarily, non-food categories such as cleaning supplies also felt the impact of supply chain challenges.

Environment & Weather

Various extreme environment and weather events globally have hindered production and supply availability, and there are multiple instances that stand out. The Avian flu outbreak limited the supply of eggs and poultry, and just recently prices have started to rebound. Florida is one of the largest global producers of oranges and was hit with a combination of hurricanes and citrus greening that damaged orange crops. As a result, orange juice experienced roughly a 250% price increase since the pandemic. Additionally, drought conditions in Mediterranean locations such as Spain and Greece have resulted in production challenges for key products such as olive oil which have driven prices higher.

Russia-Ukraine War

Ukraine is a major global exporter of multiple key commodities, including wheat and vegetable oil. A significant implication was termination of the Black Sea Grain Corridor Deal. As a main shipping route for Ukrainian exports, Russia’s stance to terminate the deal heavily restricts the supply and availability of wheat transported to other countries. Delayed food inspections and persistent attacks on port terminals and production facilities have also reduced exports significantly. The above factors have combined to yield significant price increases, disrupting the entire global wheat market.

‘GESPRA’ Solutions to Manage the Impact of Inflation

If you are looking to stay informed on what is impacting the supply chain, let GESPRA help. With quarterly price forecasts, annual budget guidelines, and a monthly newsletter, they can help provide more insights on what is driving price fluctuations currently and in the future. In addition, GESPRA members can also take advantage of high quality “Best Value” contracted pricing on a wide array of essential products, services, and solutions for your business to help mitigate the impacts of inflation. If you need assistance, GESPRA members also have a dedicated and locally based Account Manager who can help you maximize your program benefits.

About the Author:

Andrew Polo is a Supply Chain Manager focused on Procurement Analytics at Complete Purchasing Services Inc./ GESPRA, a leading supply chain solutions provider for hospitality and non-commercial clients in Canada. Andrew has 7 years of experience across the beverage, produce, and foodservice industry, with expertise in sales forecasting, production planning, and inventory replenishment. 
 

Understanding earned media – what it is, why it matters, and what it can do to bolster your brand and your reputation – is essential for businesses of every size. In a time where our lives are dominated by digital communication, the potential benefit cannot be overstated.

In a time where our lives are dominated by digital communication, the potential benefit of earned media exposure for businesses cannot be overstated.
You’re likely already doing your best to attract customers and build your brand and reputation using what’s called owned media. That’s your self-generated content, which may include your website, your social media channels, direct mail campaigns and signage and promotions located on your property. 
If you have the budget, you’re probably also using paid media, which is purchased content such as an advertisement on a digital platform, published by traditional news media outlets like newspaper or radio, or displayed on a great big billboard down by the highway. 
Earned media includes publicity and attention gained through word-of-mouth, social media mentions, online reviews, and various forms of media coverage that a business receives without direct payment. 
Put simply, earned media is exposure you didn’t have to buy. Sometimes that exposure is better than anything you could buy. Here’s why:

1. It Builds Trust and Credibility for Your Brand

When you’re making an important decision, who do you look to for advice? Who do you trust? 
If your answer is someone you know and/or someone who has nothing to gain, you’re in the majority. 
People are more likely to trust third-party recommendations from friends, family, or credible media outlets than your paid advertising, according to international audience measurement specialists Nielsen.  
Their Global Trust in Advertising Survey asked 30,000 people in 60 countries what impacts their consumer decisions. The results were overwhelming: 83% of respondents said they view earned media as the most trustworthy due to its independent nature. 
The results of an American Association of Advertising Agencies study were even more dramatic. They found that 96% of consumers flat-out distrust paid ads altogether.

2. It’s Cost-Effective

Small businesses often operate on tight budgets, and allocating resources for marketing and advertising can be challenging. Earned media offers a cost-effective solution by generating publicity without the need for hefty advertising expenditures. 
You can invest in an earned media specialist to help you but if you DIY it, it’s free other than your time. 
Whether it's a feature in a local newspaper, a positive online review, or viral social media content, earned media provides visibility that can be challenging to achieve through paid channels alone. 

3. Amplified Reach through Social Media

In the age of social media dominance, the power of earned media is amplified. Positive experiences shared by customers on platforms like Facebook, Instagram, and Twitter can quickly reach a vast audience. Small businesses can leverage user-generated content, customer testimonials, and influencers to extend their reach organically. The exponential effect of media stories, shares, likes, and comments creates a buzz around the brand, boosting its online presence.

4. SEO Benefits

Earned media contributes significantly to search engine optimization (SEO). When a business is featured in reputable media outlets or receives positive online reviews, it enhances its online visibility and authority. Search engines often prioritize content that is perceived as trustworthy and relevant, leading to improved search rankings. This increased visibility can drive organic traffic to your business's website, resulting in a higher likelihood of converting leads into customers.

5. Community Engagement and Local Support

Fostering a sense of community and garnering local support is vital. Earned media, especially coverage in local newspapers, radio stations, or community blogs, can create a strong bond between the business and its local audience. This sense of connection often translates into increased customer loyalty, repeat business, and positive word-of-mouth marketing within the community.

About the Author 

Claire Bickley is the former National Manager, Public Relations, for Chartwell Retirement Residences. As a journalist, she worked for Canada’s largest media outlets, experience that informs her current work as a communications consultant. 

Introduction

Understanding residents' needs in retirement residences is pivotal for delivering exceptional customer service. Engagement surveys play a critical role in this process, offering deep insights into residents' preferences, concerns, and overall satisfaction.

Crafting the Perfect Survey

The essence of a good survey lies in its ability to capture a wide array of feedback while being empathetic to residents' experiences. This includes a mix of Net Promoter Score questions, open-ended queries for detailed insights, structured multiple-choice questions, and custom queries tailored to specific interests or concerns.
*Net Promoter Score is a common metric used in customer experience programs. An NPS score measures customer loyalty by looking at their likelihood of recommending a given business.

Ensuring Effective Survey Participation

Maximizing participation requires a multifaceted approach: informative introductory communications, regular reminders through emails or community announcements, visually engaging posters in common areas, and personal engagement methods like doorknob hangers or face-to-face invitations.

The Art of Analysis

Post-survey, a comprehensive analysis is conducted. This involves interpreting numerical data such as Net Promoter Scores, extracting themes from qualitative feedback, statistically breaking down multiple-choice responses, and performing comparative analysis to identify trends or outliers.  This isn't merely about tallying scores but about interpreting the rich tapestry of feedback received:
•    Analyzing NPS Scores: Understanding the overall satisfaction levels and identifying the factors contributing to high or low scores.
•    Interpreting Open-ended Responses: Delving into the qualitative feedback to grasp the residents' sentiments, concerns, and suggestions. This involves not just reading the responses but interpreting the emotions and underlying messages conveyed.
•    Statistical Breakdown of Multiple-choice Responses: Looking at the distribution of responses, identifying patterns, and understanding the areas where the residence excels or needs improvement.
•    Comparative Analysis Across Locations: For residences that are part of a larger chain, comparing results across different locations can be insightful. It helps in identifying best practices and areas where specific locations might be struggling, allowing for targeted interventions.

Communicating Results to Residents

Sharing the survey results with residents, either through newsletters, meetings, or other communication channels, is crucial. It demonstrates transparency and a commitment to using their feedback constructively.  If you don’t share feedback – and your resulting action plan – after this survey, you can expect fewer responses next time.

From Insights to Action

Addressing Individual Unresolved Issues Promptly: Unresolved issues identified in the survey must be dealt with swiftly. This may require one-on-one discussions, tailored responses, or particular interventions to tackle specific concerns. Rapid resolution of these issues can significantly enhance the customer service index.

Segmentation into Resident Groups for Collaborative Problem-Solving: Establishing small, cross-functional groups comprising both staff and residents can lead to more effective problem-solving and stronger community bonds. For instance, a group dedicated to enhancing dining services might include kitchen staff, a nutritionist, and residents, working together to explore improvements in menu variety or meal timings. This approach mirrors successful initiatives seen in senior living providers like Senior Star and Watercrest Senior Living. These organizations have emphasized the importance of collaboration between staff and residents, particularly in adapting to challenges during the COVID-19 pandemic, demonstrating the value of direct involvement of residents in decision-making processes.

Focus Groups and Regular Meetings: Regular GM lunches or focus group sessions enable ongoing dialogue. For instance, a monthly lunch meeting can be a platform for residents to discuss recent changes or ongoing concerns, fostering a sense of involvement and community.

Utilization of Family Councils: Family councils, akin to advisory boards, can be instrumental in providing external perspectives on resident care and community life. This mirrors the collaborative approach seen in platforms like Carely, where family input is integral to care planning.

Ongoing Feedback Mechanisms: Establishing continuous feedback channels like digital suggestion boxes or regular follow-up surveys ensures that actions taken are resonating with residents and allows for quick adjustments.

Cross-functional Teams: Creating teams that include staff from different departments and resident representatives can lead to holistic solutions. For example, a team focusing on activity planning could include fitness instructors, healthcare staff, and residents, ensuring diverse viewpoints are considered.

Incorporating Technological Solutions: Leveraging technology, such as apps for feedback collection or digital noticeboards, can modernize communication and make information more accessible, thereby enhancing engagement and responsiveness.

Direct Communication Channels: Establishing open forums like town hall meetings or suggestion boxes encourages transparency and builds trust. These platforms can be used to discuss survey outcomes, planned actions, and gather immediate resident feedback.

Family and Community Engagement: Involving families and the broader community through forums or workshops can enrich the service offerings. For example, a community partnership could lead to new educational programs or intergenerational activities within the residence.

Conclusion

Transforming survey data into actionable strategies is key in retirement residence management. It's about creating an environment where residents feel heard, valued, and actively participate in shaping their living experience. This approach fosters a community of satisfaction, belonging, and continuous improvement.

By Patrick Boult, COO, Greenhouse Marketing, Sales & Recruitment

The DementiAbility Methods offer a philosophy of care that promotes an interdisciplinary, person-centred, wholistic approach to the health and well-being for people living with dementia and other forms of cognitive loss. The goal of these methods is to enable abilities, maximize independence, facilitate social connection and empower engagement (in meaningful activity and in activities of daily living), based on an understanding of the connections between the brain, personal narrative, environment, and behaviour.

DementiAbility provides easy-to-use tools that are designed to help carers to think differently about dementia, with a focus on developing skills related to fact-finding, empathy, observation and creative problem-solving, with the objective of developing an individualized plan of action that responds to a dynamic understanding of the needs, interests, skills and abilities of each person in their care. Moreover, DementiAbility also helps care partners to understand the role of the built - enabled - environment when supporting independence, quality of life and overall well-being.

The DementiAbility Methods includes each of the following elements:

• The physical environment is familiar, set up for success and looks, feels and smells like home, with required memory supports in place
• Each person has many and diverse opportunities to be engaged in daily life and lives with meaning, purpose and joy
• Independence is fostered
• Each person feels he/she belongs, has the opportunity to connect with others, and has diverse opportunities to give and receive love. Each person has diverse opportunities to make meaningful contributions to his/her day/home/society (e.g. - chores & tasks). Self-esteem is enhanced because each person is set up for success. Each person is empowered to make decisions and voice his/her choice
• Staff, volunteers, and families, individually and as a team, know how to enable abilities, according to needs, interests, strengths, skills, and abilities based on an understanding of lost and spared memory
• Each person enjoys balanced living, including opportunities to engage body, mind, and spirit/social. Needs related to love, belonging, social connection, and cultural/spiritual/religious norms, beliefs, and practices are identified and addressed
• The organization clearly supports its team and connects its vision and mission to the DementiAbility principles and philosophy of care. The team works together to enhance, and expose, the abilities and potential of each person in its care
• Knowing that individuals with dementia live in the moment, each carer is committed to making every moment count

Why Use the DementiAbility Methods?

When the DementiAbility Methods are put into practice, there are many positive outcomes that can be realized. This includes the following:

• Environments and individuals are set up for success - thereby creating a place where people want to live, work, and visit
• Environments look, feel, and smell like home
• Life story information affords positive outcomes, as it is used to understand behaviour and to create person-centred interventions
• Residents benefit from engaging in meaningful jobs, tasks, chores and leisure activities (evidence shows they will engage longer and report higher levels of satisfaction)
• Memory supports enhance independence and self-esteem, as they help residents to find locations, find things, do things (independently) in the right order, connect with others (through the use of name tags and nameplates on tables), and engage in activities that support memory loss
• Care partners, with an understanding of spared memory and spared capacity, know how to create positive experiences and outcomes
• Carers know how to train individuals living with dementia to use memory cues
• With an understanding of behaviours (including triggers), there is a reduction of falls, UTI’s, delirium & hospital admissions related to delirium
• There is an increase in resident, family and staff satisfaction
• There is a reduction of responsive behaviours
• There is a reduction in the number of medications used to address responsive behaviours
• Carers understand the vitally important connections between the brain, life story, environment and behaviour, and know how to problem-solve to create interventions that address needs, enable abilities, and set each person in their care up for success

Refer to www.dementiability.com for additional examples.

The landscape of long-term care (LTC) in Canada is undergoing a profound transformation, shaped by the shifting demographics towards an aging population, and upended by the impact of the global pandemic. This article delves into the emerging trends that are reshaping the Canadian LTC domain, focusing on six key areas of impact:

1)    Person-centered care
2)    Workforce development
3)    Technology integration
4)    Policy reforms, 
5)    Role of family caregivers.
6)    Alternate care options

1)    Elevating Person-Centered Care: Fostering Dignity and Autonomy

The spotlight is now on person-centered care (PCC) in the Canadian LTC realm, championing the importance of tailoring care strategies to each resident's unique needs, preferences, and dreams. Learning from models of care, such as PACE (Programs for all-inclusive care for the elderly), reinforce a more holistic approach to resident well-being. Such movements acknowledge the diversity in seniors' backgrounds, experiences, and aspirations within LTC facilities. PCC emphasizes involving residents and their families in care decisions, championing open communication, upholding dignity, and encouraging resident autonomy. Extensive research showcases that PCC significantly enhances residents' quality of life, well-being, and sense of belonging (Williams et al., 2018).

2)    Empowering the Workforce: Uplifting Care Quality

The backbone of the LTC sector rests upon a skilled and dedicated workforce that delivers top-tier care to residents. Shortages of staff at all levels has reinforced the need to encompass the bolstering of training initiatives, cross-disciplinary collaboration, and strategies that enhance job satisfaction and retention rates. By investing in the continuous development of LTC staff, Canada is striving to ensure that caregivers are well-equipped with the expertise and empathy required to provide adept and compassionate care (Berta et al., 2015). The recruitment and utilization of immigrant workers has become more widespread, helping to reduce shortages, and resulting in reducing the degree of institutionalization among older adults (Butcher et al., 2022).  Furthermore, fostering interprofessional partnerships among diverse healthcare professionals enriches the holistic care experience, benefiting residents' overall well-being.

3)    Technology's Frontier: Revolutionizing Care Delivery

Technology is a driving force in the Canadian LTC sector, presenting novel solutions to amplify care delivery, communication, and resident engagement. Electronic health records (EHRs) streamline information sharing among healthcare practitioners, leading to improved care coordination and seamless information flow (Bonnell et al., 2020). Globally, advances in robotic technology is being seen in all aspects of care and service delivery, relieving workloads and positively impacting staffing shortages. Telehealth and telemedicine facilitate remote consultations and monitoring, particularly vital for residents in geographically isolated areas. Moreover, assistive technologies such as smart home devices, wearable sensors, and medication management apps empower residents to maintain independence while ensuring their safety (Arcand et al., 2019). The pandemic served to accentuate the value of continued online connections with families. The integration of these various emerging technologies is not only enhancing care quality, but they are also empowering residents and families to play a more active role in shaping their care plans.

4)    Pioneering Policy Reforms: Forging the Path Forward

The pandemic exposed the limitations of existing long term care models. In recognition of the need for comprehensive change, policymakers across Canada are enacting reforms to elevate the LTC sector. These reforms span financial allocations, regulatory modifications, and initiatives aimed at improving care quality. Investments in LTC infrastructure and staffing levels aim to address capacity limitations and enhance care quality (Canadian Institute for Health Information [CIHI], 2021). Reinforced regulatory frameworks prioritize the creation of safe and respectful environments for residents, while quality improvement initiatives promote the continuous evaluation and enhancement of care practices (CIHI, 2020). These policy reforms stand as the bedrock for establishing a resilient and effective LTC system.

5)    Family Caregivers: Essential Collaborators in Care

Family caregivers play a pivotal role in the Canadian LTC landscape, offering emotional support and actively contributing to residents' care journeys. The burgeoning trend centers on recognizing and supporting family caregivers through education, respite services, and their inclusion in care planning (Sherwood et al., 2021). Acknowledging the indispensable role of family caregivers enriches communication, assures care continuity, and ultimately enhances residents' well-being. Collaborative partnerships between LTC facilities and family caregivers yield a comprehensive support network that positively influences the lives of elderly individuals.

6)    Alternate Care Options

The experience of alternate long term care delivery modes from other jurisdictions has opened up new possibilities for care, and are seen to become more commonplace in the future. Such adaptations as Green Houses (small nursing homes integrated into the local community), UK extra care housing near communal spaces, and the Netherlands integration of college student housing and nursing homes, are examples of new approaches to long term care. The expanded presence of hospice care provides an alternate level of end-of-life care that reinforces the importance of palliative care for those who are not in a long term care setting. Conversely, the provision of palliation in long term care facilities has become the new norm. Reaching into the community, the utilization of new technologies is seen making home-based care an increasingly viable option for the provision of long term care for more seniors. 

Summary

While the pandemic has been a major disruptor in the care sector, it has served to bring attention to the need for change in long term care. As the demand for LTC continues to rise, keeping abreast of emerging trends remains pivotal in shaping effective policies and practices. A heightened focus on person-centered care will amplify the resident experience, and continued adjustments to workforce development will promote a strong base of skilled and compassionate staff. The integration of new technologies is about to revolutionize care delivery in all levels of care, and all facets of care. Policy reforms will continue to evolve in response to changing needs and expectations, while the support for family caregivers will be seen as a critical component of a robust and sustainable LTC sector. Alternate care models will continue to evolve, which in turn will impact the role and services of the long term care sector. 

By proactively embracing these trends, Canada forges a path towards a future where aging individuals receive exemplary care, maintain their autonomy, and continue leading meaningful lives within their communities.

References

Arcand, M., & Monette, M. (2019). Technology to support aging in place: Needs of older adults living with dementia. Canadian Geriatrics Journal, 22(1), 17-24.

Berta, W., Laporte, A., Deber, R., Baumann, A., & Gamble, B. (2015). The evolving role of health care aides in the long-term care and home and community care sectors in Canada. Human Resources for Health, 13(1), 1-11.

Butcher KF, Moran K, Watson T. Immigrant labor and the institutionalization of the US-born elderly. Publishes November 2021, Accessed May 25, 2022. Hyyp://www.nber.org/papers/w29520

Bonnell, A., Alvarado, K., & Berta, W. (2020). Electronic health records in long-term care: A scoping review. Health Informatics Journal, 26(3), 2250-2260.

Canadian Institute for Health Information. (2020). Enhancing the quality of care in Ontario's long-term care homes. Retrieved from https://www.cihi.ca/en/enhancing-the-quality-of-care-in-ontarios-long-term-care-homes

Canadian Institute for Health Information. (2021). Long-term care homes in Canada: How many beds are there? Retrieved from https://www.cihi.ca/en/long-term-care-homes-in-canada-how-many-beds-are-there

Sherwood, S., Spilsbury, K., DeCoster, M., & Dill, J. S. (2021). Exploring family engagement in long-term care homes: A scoping review of the literature. The Gerontologist, 61(2), e148-e161.

Williams, A. M., Lum, J. A., & DeForge, R. T. (2018). Making person-centered care come alive in long-term care organizations. Journal of Healthcare Management, 63(5), 344-358.

About the Author

Professional Background: Ron Martyn combines over 40 years in activities, administration and education in the long term care and seniors field. He has worked in activities and recreation (institutional and community based) services for seniors, served as an administrator in long term care facilities, owned a retirement facility for 20 years, and initiated a college level (Sheridan College) gerontology program. He is co-owner of ActivityPro Inc., providing software support for professional recreation documentation and staff training in the long term care sector. 

Ron specializes in the provision of training and consulting in the areas of recreation/activities and organizational leadership. He combines his experience and expertise in the seniors’ field with his work as a trainer, presenter, and program developer in the field of education, to provide stimulating and real-world perspectives in his presentations. Ron has provided his services at the local home level, for major provincial and national associations, and at professional conventions.

Ron Martyn
Silver Meridian
rmartyn@silvermeridian.com

I'm not perfect. I'm guessing you aren't either. 

I make mistakes. I've already made some this week, and I'll make some next week. I was born as a baby and not a leader. As I get older, I continue to learn how to be a better leader. My experiences shape who I am, both mistakes and successes.

I look back to some of the things I've done and wondered what I was thinking. Sometimes I was too eager, and sometimes I was too naïve. Most of the time, when I look at my mistakes, I realize I didn't examine the situation while I was in it, which makes me oblivious.

Here are some of the leadership mistakes I've made and how to fix them.

1.    Getting caught up in group gossip. Our peers are important to us. It doesn't matter how old you are; there are times when we all still feel like an awkward teenager. We want to have someone to chat with at coffee. It's nice to have a friend or two at work. We all inherently want to belong.

Sadly, gossip is how many people create conversation and commonality among their workmates. 

"Did you hear about Michael? You won't believe what he just said to the CEO!" or "I cannot believe that Michelle wears that into the office. I wouldn't wear that to the nightclub!" "Did you hear the scuttlebutt about accounting? Many layoffs are coming, and I bet I know why."

Work and the people at work are what we have in common. It's something we can easily chat about in the elevator, while waiting for a meeting to start, or a quick text to break up our afternoon doldrums to our work friends.

And boy, have I been guilty! It was easy to talk about all of those things. It was light conversation that made me feel like I belonged. But it is the wrong thing to do. Participating in gossip (even if your managers and leadership team do it) is unprofessional and will hurt your ability to lead.

Create boundaries. Refuse to talk about the boss, the company, and other coworkers. Learn to walk away, change the subject, or defend whoever is being talked about. Hold yourself to a high "non-gossip" standard and don't engage in work issues with coworkers in the office or outside of it.

2.    Finding Fault. When things go wrong, it doesn't have to be someone else's fault. We don't always need to find someone else to blame.

As a true leader, focus on the issues and what can be done, rather than who did what. Perhaps you need to take responsibility for the issue.

When I walk into my doctor's office, I don't want the office receptionist to complain that the doctor is always late. I want them to show leadership and take care of the situation, rather than throwing the doctor under the bus to gain my sympathy. And I don't want the doctor to blame the receptionist for poor scheduling either.

A true leader will take responsibility and ownership before they point the finger in blame. If you start focusing on solutions rather than blame, your coworkers will remain loyal to you.

3.    Trying to stay invisible. You may not be in a formal management role. You may not be recognized as a leader, but that doesn't mean that you cannot be an excellent leader in your organization. However, if you choose to fly under the radar and stay invisible, you will never be acknowledged for what you do or the value you add to the organization.

That doesn't mean you need to walk around all day, pointing out to everyone how great you are. It doesn't mean that you need to point out every task you do and proudly put your name all over every document you create, either. It does mean that when we do receive compliments, that we don't dismiss them.

When I first dated my husband, he was very complimentary to me, but I was uncomfortable with his compliments and brushed them aside. When I did that, he pointed out that I was dismissing something he thought was valid by saying, "No, that isn't true," by my words and actions. He pointed out that I needed to accept a compliment and not insult the giver.

When someone compliments you about your work, do you tell her that she's wrong or give the compliment to someone else? Do you say things like, "Oh, it was really Rachel who did the hard parts"? While Rachel may have been instrumental in helping you get the task done, she doesn't deserve all the credit—so don't give her all of the credit. Learn to say thank you and learn to stop giving away your reputation and credibility.  If you are leading a team, everyone realizes that you are not doing that alone. By all means, thank the team and give them credit where credit is due, but don't ignore yourself in the process.

Do you make a point of coming prepared to meetings and speaking up during them? You should, especially if you're intent on establishing a leadership role. Show yourself, the company, and your coworkers that you have something to contribute. Be prepared so that when you do contribute, your contribution is valuable.

Learning to lead takes time. Along the way, we are bound to make mistakes. Mistakes are a learning mechanism, so be sure to learn. If you can see yourself in my examples, then be sure to make the appropriate changes, so you don't continue to make the mistakes.

When it comes to building a cold beverage planogram set, it’s easy to be influenced by personal preferences and biases. Maybe someone on your team insists on pushing a certain brand, or a loyal customer is always looking for grape soda. Are these the right choices? To optimize your sales, it’s important to remain diligent and make product decisions based on data and facts.

Building the right assortment starts with having all the categories covered. Specific drinks pair better with different meals, dayparts, and/or consumers. Soft drinks, juices, energy drinks, isotonics, iced tea, and various types of water should all be represented. It is better to reduce the number of individual SKUs than to eliminate a category altogether. Even in the smallest retail spaces there should be sufficient room to stock up top sellers. If there are multiple coolers or machines side-by-side this could be used to extend the overall planogram space as it will allow you to take advantage of the extra area. However, if your beverage equipment is situated at opposite ends of the floor plan, you should treat them as separate units.

A best practice is to lead with the most recognizable brand by group. For example, placing Coca-Cola at the start of the carbonated soft drinks, or Gatorade to begin the isotonics/sports drink section.  Consumers will search from left to right for visual cues, such as logos and colours, to locate their preferred beverage choices, so it’s important to position products accordingly. The core selection within each category should be based on relevant market data and product rankings from credible sources such as Nielsen. It’s good to stay on top of trends and performance, but there is one category that has stood the test of time: carbonated soft drinks. To this day, carbonated soft drinks are the number one segment and should make up at least 25% (or more) of your shelf space. This is as a starting point and may need to be even higher depending on your type of business.

As health and wellness continues to be important to consumers, operators should offer more low-calorie options. This can include diet or “zero” branded items as well as sparkling and premium waters. It’s essential to always have a “better for you” choice next to the traditional sodas and juices.

What About New Products and Innovations?

It can feel overwhelming with the number of new products, brand launches, and added flavours coming out each year and you can bet your cold beverage sales rep will bring them up every chance they get. Innovation should only be included in larger planograms to avoid cannibalization of core SKUs and make up less than 10% of total space. For best results, they should be positioned alongside their associated brand and/or category. 

The point of adding new products and innovations to your product mix is to keep the planogram exciting and refreshed with new additions as it can introduce new customers to a stagnant category and help to create impulse purchases. The trick is being selective, trying out, and determining your studs and duds. The studs will instantly become top performers and likely move from trial innovation to your core portfolio. The duds, on the other hand, will take up valuable space and can become an inventory risk. It’s okay to take chances, however if something isn’t selling it’s your imperative as an operator to move on quickly!

Need assistance in sourcing the perfect beverage mix for your vending, office coffee, or micro-market operation? Let Complete Purchasing Services (CPS) Vending help you to find the perfect mix of products for your customer base. 

About the Author:

Andrew Smith is the Procurement Director of Consumer-Packaged-Goods at Complete Purchasing Services Inc, a leading supply chain solutions provider for hospitality and non-commercial clients in Canada. Andrew has been in the foodservice industry for 8+ years with expertise on cold beverage strategy and CPG category development. Learn more about Complete Purchasing Services by visiting eCPS.ca.
 

By focusing on creating an inclusive and equitable environment, and actively working towards that goal, organizations can be a shining example to their communities.  This will benefit the organization by providing a larger staff base to hire from, and more support from the community in terms of volunteers or other supports. This will also strengthen the corporate brand of the organization and ultimately contribute to better client service.

Pesce & Associates can assist with reviewing your policies and practices to ensure they are equitable and inclusive.  For more information visit our website at www.pesceassociates.com. 

Organizations have a legal and moral obligation to have established measures and procedures in place to prevent and respond to racism or discrimination in their workplaces. Beyond that, they also have a duty to foster environments that are respectful of human rights and inclusive to all.  This isn’t an easy job, it isn’t a one-time-only action, it is ongoing. This takes commitment and it takes work. 

Putting in the work will be a worthwhile effort though, as a diverse and inclusive work environment contributes positively to increased workplace productivity. Additionally, having an inclusive and discrimination-free workplace will likely result in:

•     An improved understanding of those you work for, with and around; 
•     A work environment that allows everyone to reach their full potential;
•     Multiple perspectives on problem solving; 
•     Better performance outcomes;
•     Increased retention rates; 
•     Increased employee morale; 
•     Improved client relations; and
•     Reduced number of complaints and grievances.

Keith Jeffers, in his article “How to respond to racism in the workplace”, states: “Systemic Racism is not attributed directly to the actions of specific individuals. Rather, it arises from policies, procedures, practices and conduct which may not be discriminatory in their intent, but which adversely impact racialized groups and individuals”. 

Failing to ensure that an organization is not engaging in, or condoning discrimination or harassment has serious repercussions. Human rights decisions are full of findings of liability and assessments of damages that are based on, or aggravated by, an organization’s failure to appropriately address discrimination and harassment. 

The following factors in Ontario Human Rights Code complaints have been provided as considerations for determining whether an organization has met its responsibilities to respond to a complaint of discrimination or harassment: 

•     Whether there were procedures in place at the time to deal with discrimination and harassment;
•     The promptness of the organization’s response to the claim;
•     The seriousness with which the claim was treated; 
•     Whether or not resources were made available to deal with the claim;
•     Whether the organization provided a healthy work environment for the person who complained, and
•     The degree to which the corrective action taken, if any, was communicated to the person who initially complained.

A large part of building an inclusive and discrimination-free workplace is taking the time to analyze your existing HR systems and processes with the purpose of identifying any barriers, or systemic discrimination that is built into those systems and processes.

The Supreme Court of Canada, in decisions from two separate cases, made it clear that systems must be designed to be inclusive of all persons. Organizations need to actively ensure that their policies and practices create inclusiveness, rather than making exceptions to force individuals to fit into the existing system. This includes reviewing policies, practices and decision-making processes within the organization, being aware of the possibility of systemic barriers and actively seeking to identify and remove them. 

When reviewing policies, practices and procedures, look for the use of informal or highly discretionary or subjective processes for decision-making. The less formal the process is, the more likely that subjective considerations or differing standards will be applied, thereby providing further opportunity for unconscious biases to come into play. By having formal processes in place for hiring, discipline, promotions, performance reviews, or rewards and recognition, everyone in the organization is treated in the same manner and is provided with equal opportunities. 

In some organizations, formal policies exist, but they are not always applied, or are applied unevenly. When this happens, it creates barriers for some. Don’t let discriminatory or harassing behaviour go unaddressed because you may have a policy in place, but it has lost its value because you don’t enforce it. The implementation and enforcement step is critical to creating an inclusive and discrimination free environment. 

It was mentioned that having formal processes in place can help to ensure that everyone is treated equally, and provided with the same opportunities, however if those standardized procedures were developed failing to take into consideration cultural differences, they may be creating barriers for racialized persons. This can be especially true with testing or evaluations that fail to account for cultural differences. Be sure to treat everyone as individuals. 

Organizations do not exist in a vacuum, they exist in communities that, in a nation like Canada, are made up of a very diverse group of people. Organizations’ workforces should look as diverse as the communities they operate in. The diverse make-up of the community should be represented within the organization and at every level of the organization.  Employers need to take action and be a leader in equity and diversity in their communities.  The first step is to review your HR systems and programs to understand if there is any bias or discrimination.  The next step is then creating implementation plans to address any gaps.  

Bersin by Deloitte defines inclusion as: “Creating an environment in which people feel involved, respected, valued and connected – and to which individuals bring their “authentic” selves (their ideas, backgrounds and perspectives) to their work with colleagues and customers”.   Create these workplaces and it will benefit your organization, your staff and the clients you serve.

About the Author:
Elizabeth Hill is the Managing Partner at Pesce & Associates Human Resources Consultants.  She is an experienced Human Resources leader with specialized knowledge and practice in health care, long-term care, and social services. Throughout her career, she has provided consultation and guidance to organizational leaders on employee/labour relations, recruitment, conflict management, performance management, employment legislation, compensation, and benefits.

A focus on building partnerships between unions and employers is the foundation of her role in supporting clients with labour relations from problem-solving and grievance resolution through to collective bargaining.

To support organizational success, Elizabeth has successfully facilitated, developed, and implemented strategic human resources initiatives, including strategic planning, employee surveys, organizational effectiveness projects, and core competency plans.

Elizabeth’s clients include hospitals, long-term care homes, community health centres, and other not-for-profit organizations.  She is a member of the Human Resources Professional Association.

At Pesce & Associates, our consultants have years of experience in developing programs to provide organizational capabilities for creating great workplaces. For more information, please visit our website at www.pesceassociates.com or contact Elizabeth Hill, Managing Partner, at 416- 491-1501 extension 23 or at ehill@pesceassociates.com.