The quest for talent remains intense in the retirement residence sector, as highly skilled potential employees become more selective in their search for an employer who will enhance their careers and daily work experiences. Just as we gravitate towards people with whom we feel an affinity, the corporate courtship dance assesses mutual suitability, mutual attraction. As employers, we are no longer involved simply in recruitment — a term that is beginning to sound quite archaic. Now it’s all about attraction based on authentic representation.

Far too few organizations appreciate the nuances of this courtship. A multitude of factors get in the way:

• An unwillingness to acknowledge that the power in the courtship is becoming more balanced – in some areas shifting in favour of potential employees.


• Insincerity and arrogance by all parties, and the temerity to believe that the wool can be pulled over people’s eyes.
• Outdated notions about a potential employee’s motivations, expectations and desire to be more thoroughly engaged at work.
• “Terminator” management styles that reveal little inclination to build relationships or become more employee-centric.

Add these factors to the probability that prospective employees carry years of confused or negative impressions of the retirement residence industry, plus have a lack of trust in employers in general, and it’s obvious why high-calibre, competent people may not be attracted.

Yet, as companies in the retirement residence industry instinctively know, happy and loyal residents are the result of happy and devoted employees. So every business yearns for committed staff who bring to their work an intrinsic passion for excellence. Attempts to woo potential candidates through hyped-up versions of corporate image frequently fail. The vicious churn cycle of employees remains in play unless employers are able to demonstrate credibility, respect, fairness, pride and the joy that comes from team camaraderie.

Prospective employees are savvy about insincerity and deceit. Trust must be earned, not simply advertised. Great companies acknowledge this reality by setting high values and actively living them, investing in people, creating congenial results-oriented teams, building competencies, and acknowledging and rewarding contributions and achievements.

The forward-thinking organizations who have been ranked among Canada’s Top 100 Employers (CanadasTop100.com) are committed to consistently improving working conditions. Companies are judged on their performance in eight categories:
1. physical workplace
2. work atmosphere and social
3. health, financial and family benefits
4. vacation and time off
5. employee communications
6. performance management
7. training and skills development
8. community involvement

Over the past nine years, the competition assessors note that benchmarks set for each category have skyrocketed. One can only wonder why no firms from the retirement residence industry are on the 2009 list.

The cycle of successful engagement begins during the initial stages of the employment courtship. Job-seekers may be attracted to a company because of its mission and purpose, its stature in the community, or the promise of regular income, reasonable working hours and good benefits. But they must perceive the employer’s desire to energize and nourish as well as foster learning and growth. After all, prospective employees are alert to the buzz about a company, whether through word of mouth or social networks. They set out to determine if the company is sincere, if what it says about itself rings true, and if it’s an “employer of choice” brand.

Just as corporate recruiters search for solid evidence of experience and performance, prospective employees are starting to probe for concrete evidence that claims about corporate culture are reflected in daily practices. So employer brand strength must be based on truth and transparency. For example, if your company prides itself on its wellness culture but expects senior staff to work 60-hour weeks on a regular basis, candidates may hesitate.

Prospective employees are looking for reassurance that a company is good, responsible and sensitive. So employers must make sure the opportunities they offer really are exciting and energizing, meaningful and motivating. All activities associated with attraction are relevant, and all must be aimed at getting the most competent and talented person to accept an offer, becoming – and remaining – your “employee of choice.”