Home' Australian Ageing Agenda : AAA May-Jun 2017 Contents looked at employee experience and what matters
most to them at work.
“We found their main motivator is to work
with our residents, and that brings a lot of joy,”
Employees also identified recognition,
communication and leadership as other
As a result, Allity has developed an
annual recognition program, which sees
the organisation’s top employees honoured
for their work at an awards ceremony at its
Hopwood says this has seen the sharing
of ideas across different homes as people are
inspired by what others are doing.
The award winners are also encouraged to
have a say in developing new initiatives at Allity.
“We know the winners are the best of the best,
so let’s tap into them and give them additional
opportunities to contribute,” says Hopwood.
Another initiative that brings together
employees from across the organisation is My
Home Run, which sees senior managers work in
a role within the homes for a day (see box).
Beyond its significant investment in existing
employees, Allity is also looking to actively
recruit outside the aged care sector to bring in
fresh thinking and new ideas. It has already hired
from within telecommunications, insurance and
the not-for-profit sectors, seeking those with
leadership and general management skills.
“It’s great to see how other industries are
doing things and what we can learn from them,”
Listening to the customer
In 2015, Allity undertook consumer insights
research, talking to prospective clients, as well
as their carers and family members, to find
out their wants, expectations and fears around
“There were three key take outs,” says
Armstrong. “The first one was that they
wanted an environment that supported them in
continuing to do the things they loved. In fact,
Allity’s focus is on creating
elegant homes that are
“resort like” but also make
residents feel at home.
Allity is also focused on bolstering the
capability of its clinical leaders. A 12-month RN
development program is currently under way,
with around 140 employees participating.
The program focuses on six different modules:
clinical assessment, palliative care, medication
management, wound management, dementia
care and sub-acute care.
Head of Clinical Strategy and Development
Stephen Wiblin says the driving force behind the
program is not only to build skills, but also to
demonstrate to employees that Allity is invested
in offering career pathways and opportunities
“Their work is so critical for us achieving the
right outcomes for our residents, so making sure
employees feel valued is essential,” says Wiblin.
Building a clinical foundation is important to
Allity in order to be able deliver consistent care
for residents, says Wiblin.
“One of the biggest concerns for a lot of
people coming into residential care is what sort
of care they’re going to be given; that’s what we
want to change the face of.
“We want to be able to say, ‘that’s something
that we have spent a lot of time building into the
core and foundation of what we do.’”
Into the future, Wiblin says Allity is looking
at how clinical speciality can be built into each
home, and will support employees with further
clinical development in new areas.
Armstrong says that just as deregulation
around accommodation has enhanced offerings,
similar moves by government in care will allow
providers to innovate.
An increasing emphasis on a user-pays system
in aged care for those with financial capacity will
not only increase the sustainability of the sector
but also drive clinical innovation, he says.
Staff recognition and a fresh approach
Both of Allity’s leadership and clinical
development initiatives are the result of an
employee sur vey completed last year, which
research informed the
development of Allity’s
“This is not about leadership
being role-based; it’s about
how you engage, empower,
and ignite passions and
commitment in your people.”
40 | MAY–JUNE2017
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