PARTNERSHIP REDEFINED: EXPLORING AN ALTERNATIVE TO CONVENTIONAL OUTSOURCING
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PARTNERSHIP REDEFINED: EXPLORING AN ALTERNATIVE TO CONVENTIONAL OUTSOURCING
Times are challenging for senior living providers. Operators continue to face workforce shortages and diff iculty maintaining occupancy levels during a period of inflation with the looming threat of a recession. In this environment, an increasing number of companies are finding that outsourcing some functions can be a liberating endeavor that allows them to focus more successfully on other core business functions.
a consulting and strategic business partner, and market intelligence and brand expertise.
Still, smartly outsourcing a critical part of a business does not mean simply handing over the keys to a third party with fingers crossed. Whatever function or segment of a business is outsourced, it’s critical that the service aligns flawlessly in terms of important elements such as strategy, people, corporate culture and brand.
WHY OUTSOURCE?
Outsourcing providers are experts in strategy and execution, helping partners strengthen their reputations and satisfaction scores while adhering to financial commitments.
A strong outsourcing partner will have the operational infrastructure and passion for excellence and innovation in its specialty area, providing organizations with access to benefits such as a broad network of supply chain and distribution channels, talent acquisition tools and teams, and capital investments for space updates and renovations.
Given the increasing demands in senior living for amenities, many organizations now are outsourcing specific operations as part of their evolving business strategy. Using outside experts to perform activities typically handled internally can deliver measurable value to a business on numerous fronts. Organizations gain access to a built-in infrastructure and culture of service,
For foodservice providers in the long-term care space, it boils down to economies of scale. An outsourcing partner has a density of clientele, critical mass and the leverage to negotiate favorable prices with hundreds of suppliers and manufacturers to ensure a continuous, reliable and consistent supply that positively effects senior living communities.
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Photo: Compass Community Living
Successful strategic partners are able to understand and embrace the critical business objectives of their partners.
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— STEVE SERVANT, SVP, COMPASS COMMUNITY LIVING
PARTNERSHIP REDEFINED: EXPLORING AN ALTERNATIVE TO CONVENTIONAL OUTSOURCING
Compass Community Living (CCL), for instance, unites a family of companies—Morrison Living, Coreworks and Unidine—to deliver culinary and support services to organizations in the senior living and healthcare industries.
“The common thread among our family of companies is the power to deliver exceptional dining and hospitality experiences that make a positive impression on our partners and the greater community,” said Dan Natterman, CEO of CCL. “We’re building a purpose-driven culture designed to provide industry-leading service, enable eff icient operations and drive a competitive advantage.”
WORKFORCE BENEFITS
For every business operating in long-term care, addressing current workforce issues head-on is more important than ever. An outsourcing partner can offer workers specialized training, professional development resources, an opportunity for growth within the organization, and fair wages and meaningful benefits.
“You can have all of the systems, tools and, quite frankly, the best supply chain in the universe, but if you don’t have great people on the ground who are executing on all cylinders every day, you’re not going to have the consistent outcomes you want and need,” Natterman said.
Talent acquisition remains an opportunity for many
industries, including senior living, where operators are challenged to attract candidates whose skills match organizational needs.
In CCL’s outbound marketing approach to talent acquisition, the company shares job and career opportunities on the platforms used the most by prospective employees, similar to the way products and services are marketed. The
approach includes geo-targeted campaigns that reach potential candidates with messaging appropriate for their particular area, making the effort more person-centric. Tactics include email nurture strategies, text messaging, social ads incorporating video, and artificial intelligence chat functionality that helps guide conversations throughout the applicant journey.
EVOLVE WITH THE TIMES
Another benefit of an outsourcing partnership is that it offers the opportunity for organizations to embrace the evolving industry and increase eff iciencies that drive revenue and build long-term occupancy. That’s important in senior living because as older Americans have retired at significantly higher rates in recent years, operators have had to adjust and adapt to meet the changing needs of a very discerning clientele.
“Parties considering such an engagement should have equal representation at the introductory phase of the process, and there should be ample research allotted to discovery of critical business needs,” said Steve Servant, senior vice president of strategic business partnerships and national accounts for CCL. “Working with a food and hospitality service provider like CCL allows senior living owner-operators an opportunity to select from a ‘menu of solutions’ that fit their particular needs at a given point in time. Strategic partners are able to then deploy the necessary resources to deliver a customized solution to their partners.”
The keys to successful strategic partnerships in outsourcing include technologic integration, financial plan-
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An outsourcing partner can help with talent acquisition, which remains an opportunity in senior living.
If you don’t have great people on the ground who are executing on all cylinders every day, then you’re not going to have the consistent outcomes you want and need.
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— DAN NATTERMAN, CEO, COMPASS COMMUNITY LIVINGPhoto: Compass Community Living
PARTNERSHIP REDEFINED: EXPLORING AN ALTERNATIVE TO CONVENTIONAL OUTSOURCING
insights and the knowledge of how to apply them.
Operators have a competitive advantage when they understand current and upcoming trends facing the industry, become in tune with the needs and wants of the future generations and are able to promote their brand in the ways that make the most sense for them.
When senior living communities can do this, they enhance guest experiences and generate interest, helping to secure their long-term viability by improving their reputation and increasing their brand recognition in the external community.
“Strategic outsourcing providers are positioned to leverage the landscape of scalable resources, proven practices, data analytics, technology and industry expertise to not only meet the current environment and business objectives of today but provide a competitive advantage, optimizing operations and improving resident experience,” said Summer Menegakis, vice president of marketing and communications for Compass Community Living.
ning, payroll, human resources, purchasing, project management and programs that enhance the resident experience, Servant added.
He believes that every senior living provider should expect, if not demand, that its strategic outsourcing partner drive results.
“Successful strategic partners are able to understand and embrace the critical business objectives of their partners. Both should align in mission and vision,” Servant added.
An outsourcing partner also is a trusted confidant and consultant.
“The best strategic outsourcing partners should shift their engagement approach to a more collaborative, transparent and consultative model,” Servant said. “Those with a one-size-fits-all approach that lack flexibility and a commitment to adopting the culture of the senior living organizations they serve have devalued the significant benefits a progressive strategic partner can bring to the table.”
GAINING A COMPETITIVE ADVANTAGE
Market intelligence and brand expertise are among the most valuable benefits of an outsourcing partnership. Partners have access to tools that offer evidence-based
Such partnerships leverage innovation and support a community’s brand position in a competitive and ever-changing market landscape.
“Outsourcing providers have to be very attuned and intentional in aggregating consumer data to proactively transform the holistic care model for the next genera-
tion of aging adults,” Menegakis said. “This is leading to an increased focus on providing high-quality, personalized experiences for residents and a need for senior living communities to differentiate themselves to attract and retain residents.”
By staying attuned to those trends, a partner can ensure that businesses remain competitive in the marketplace; position their brands with key differentiation; and develop unique program offerings, services and experiences for future success, she added. ■
For more information: www.compasscommunityliving.com
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Outsourcing providers have to ... transform the holistic care model for the next generation of aging adults.
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— SUMMER MENEGAKIS, VP, COMPASS COMMUNITY LIVINGOperators have a competitive advantage when they understand current trends to enhance the guest experience. Photo: Compass Community Living