BENEATH THE VEIL of Holiday Retirement Corp/Fortress Part 1
NOTE the TERMS of USE at: www.dlcharles.com/terms.html
"Working in a Holiday Community is much more than just earning a paycheck. One quickly realizes it is a way of life, a concept of sharing, caring, respect for residents, staff, and management, at all levels. This concept constantly infuses an energizing responsibility and it does, or should, bring with it a humbling appreciation of what we do.
This was brought clearly to my wife and me late one night, about 10:30 PM, as we left the office to go to our apartment. Our work was basically finished for the day, except for being 'on call' that night, and we suddenly became aware of how quiet and peaceful the building was. We looked at each other for a moment, then sat down at a table in the dining room and let our eyes roam the area.
Both of us expressed the same feelings a few moments later. We felt an overwhelming sense of wonderment at the realization we were actually being given this opportunity. The two of us were being entrusted with over one-hundred-and-twenty residents' safety and well-being, plus millions of dollars worth of building and equipment - not even counting staff.
Our managers were gone - we were IT until their return, and someday we could actually manage a community ourselves - this is what we were here for.
Anyone who does not experience this moment is, in our opinion, doing the wrong profession. During the most stressful days and nights, when we are nearly exhausted from the long hours and 'personality situations', it is this 'Holiday Concept' which gives us the needed lift to continue.
Actually, our job is simple - all of us who work in a Holiday Community. Our job is to unobtrusively serve our residents in the most efficient manner possible in order to make their lives as enriched as we can. This means keeping them pleased, keeping them safe, and doing so while maintaining a proper budget. There is no paycheck which can imbue this feeling.
We realize, at our age (we both are semi-retired), that the hype and the actuality differences exist, that the changing policies and shareholders bottom line create their own problems. Realizing this we still feel the humbleness of what we are doing. We are Holiday!
The concept cannot be trained unless an individual has a natural 'feeling' or 'touch' to begin with. If they do have it the training takes root and grows. If it isn't there to begin with the residents feel a difference and react accordingly. Without 'the touch' you are just earning a paycheck, but with it you are filled on a daily basis with the warmth of what you do.
(RD's name deleted): Thank you for hiring us.
Next is what was written and submitted at the Leadership Academy in Salem, Oregon the last week of October of 2008. This submission resulted in my being presented with 'The Heart of Holiday Award' during the graduation ceremony. I have received many awards during my life, but none can match the humbling emotional impact of this one.
" The Touch"- a concept of applied care, love, and concern for the people around us - i.e. Residents.
After careful deliberation I must report the following:
For the past nine months I found myself growing more and more concerned that actual existence of the 'Holiday Touch' concept was a myth being perpetrated as a clever marketing ploy of nostalgic proportions. I came out of semi-retirement because I fell in love with what my initial research showed as fact.
During the long days/nights, the E-calls, various managers passing through our community, I admit to occasionally considering just calling U-Haul and retiring again. Although the residents at all times gave their love and respect, I felt an indifference out in the field on a day-to-day basis which constantly belied the 'concept' as being real. I began to feel isolated, with no place to vent, no one to ask questions or guidance of. Repeatedly I was told not to call HQ, never talk to other co-managers, never call my RD. My problems/concerns were spoken of only to my wife - who was undergoing the same situation.
She began telling me: "Oregon or Bust, Love." - and it became our goal - to hang on long enough to get to Oregon and see for ourselves whether it was all hyperbole or an actuality. During the months I/we came across an individual we came to consider our 'Faith-Saver' - a disembodied voice on the telephone somewhere in Oregon. For this writing her name shall be private. Suffice to say in the few conversations with her she constantly told us the 'Touch' was real. She had previously proven her word was good - a rarity in this day and age - so we clutched her words to our hearts with a fervor. She gave forth the faith, the conviction, and the hope, which allowed the filling of each day as embodiment of the 'WOW' factor of the concept.
I could write reams with stories of residents and staff examples, but those stories would pale in contrast to what I discovered in the past few days. Home Office is Real! The 'Holiday Touch' is real! It is not a myth, but is alive and well in the home office at Salem, Oregon. In two days and one evening - in a tour where home office opened both our hearts and our eyes - we truly felt the 'Touch'. The smiles are real, the conviction is there, the loving concern is actual - in everyone we meet. I am filled with this completely natural overflow - and I am grateful.
Problems of census, budget, economy - all can be corrected and/or adjusted - all can be dealt with much easier knowing the support and knowledge are truly readily available. In every presentation so far it has been repeated that Home Office is there for us and the residents - and now I can rest easier because you are proving it to us constantly. I can return to the field empowered with the positive conviction all of you share with us.
Our Faith-Saver was right - and we have the Holiday Touch - and we are going to tell them - and tell them again. You, all of you, at Home Office are the foundation of the 'TOUCH' - it is your conviction which fills the sails to power our ships in the fields. We speak the 'Touch', we become the 'Touch', we can thrive, because you keep the concept a viable of faith and energy. All of you at Home Office ARE the 'Touch' - we are the messengers of what you empower us with - and I thank you."
Note: I can now name our Faith-Saver (with her permission). She has become a very dear friend to my wife and me. 'Ruellene' is, and always will be, Holiday - no matter where she goes or what she does.
The third letter was written on December 18, 2008 and mailed via the United States Postal Service to the CEO of Holiday Retirement.
December 18, 2008
Mr. Jack Callison: CEO
Holiday Retirement
2250 McGilchrist St.
Salem, Oregon 97302
After due deliberation and extensive research of Holiday Retirement and Fortress Investment Group I have decided to ‘step outside the box’, realizing the possible complications/results of doing so. My wife and I have worked for Holiday Retirement just over ten months as co-managers. In that time we have worked under three different sets of managers in the same community. Each set of managers claim a different “Holiday” concept.
Our second set of managers signed us off on the Grass Roots book. After a ten minute ride to the hospital and back with the bus driver we were told it is all that was needed and signed off. We were signed off the maintenance part after a single tour with the maintenance man. The dishwasher sign-off was done because I had to fill in one night for a no-show. My wife was signed off regarding the kitchen simply because we used to own a restaurant (same for me). And so on.
Having been allowed only once to muddle my way through Kronos payroll (with the help of home office) I was informed that the manager was not about to have me do Kronos because home office would be calling him to verify it was done correctly. He stated he did not intend to do Kronos twice just to verify, so he would do it. He saw no reason for co-managers to deal with petty cash (he locked the cash box) or PCards, so we were not allowed to do so – he did not believe in a ‘proxy’.
The present managers do allow me to handle Kronos on a daily basis, which is appreciated. My wife and I have the knowledge and background to run the building, but at this point I am unsure whether we could comfortably run the business. We are growing familiar with the ‘Portal’ due to our self-exploring and we know how to call home office for help. I pour a pretty decent cup of coffee and my wife does tours and related paperwork while I handle the building. To date neither of us has ever been shown anything regarding Sysco ordering, nor most other records pertaining to the operation of the business. I handle the paperwork relating to hiring staff and the separation thereof.
So far I have completely revamped personnel files and various other filings on three separate occasions because each manager claimed a different requirement according to Holiday policy. I have read through the books pertaining to the operation of a Holiday Community, but a co-manager would have to be a complete idiot to go against a manager when it comes to operating according to Holiday guidelines; especially if they wish to keep their jobs. Each manager claims they ARE Holiday – and we must forget what we might have learned with any prior managers because their way was wrong. The present managers are to train us in the various phases/paperwork and we realize we will make mistakes. This is part of the process.
How much longer we will continue to deal with these attitudes is unknown, but the truth is it makes absolutely no sense for it to be allowed. This is not how a successful business was built and remained profitable. At what point was each community allowed to become its own tiny fiefdom with its own set of rules running counter-productive to the corporate guidelines. I cannot relate how many managers I have heard use the word “MY” regarding the community – “This is MY building”, “This is MY food", "MY tables", "MY residents”. This MY factor replaces the Managerial position with a sole ownership mind frame. It is not MY community – a manager is only entrusted to conduct community business for the betterment and profitability of the parent organization (Holiday/Fortress). They are Managers – they are not owners.
With the economy taking a hard downward slide the census will naturally suffer (already proven) and unless a “Mickey D” effect is initiated throughout the system – and enforced – then the downward spiral will continue. We are in an Official Recession! Children are taking their parents home in order to ease the financial burden. Homes are not selling, which prevents potential residents from being eager to put out the non-refundable amounts required for moving in. Elderly people are taking in boarders to help meet the cost of ‘getting by’. Holiday Retirement IS a great deal for the elderly, but convincing them of this grows more difficult each day. One of the primes for doing this is having them know, beyond a doubt, each and every community operates in the exact same way – without exception, utilizing the Touch. Offering clients a lifestyle is much more than just renting an apartment and collecting the rent. Holiday offers things which I, personally, at almost sixty-five, would consider for my own retirement.
My wife and I came out of semi-retirement because we fell in love with the Holiday Touch concept – and we are not seeing it. One Manager tells of throwing a glass against a dishwashing machine and shattering it in order to ‘get the attention’ of employees because the glass was dirty – and tells the story with pride. Another one claims every female staff member in every community he has worked made offers to leave her husband for him because he is so wonderful to be around. Yet another screams at employees and residents in anger. Another displays blatant bigotry against Jews and lesbians, especially employees. Others use the threat of eviction when they feel the residents complain too much. A manager buys a pressure washer for the kitchen, takes it home to use it on his travel trailer where he drops and breaks it, but does not replace it – community budget money out the window, and yet another takes pride in the number of co-managers they ‘get rid of’.
This is the Holiday Touch? Yet it is allowed, and apparently even condoned. The elderly residents depend upon management and staff for ‘stability’ in their lives. The Holiday concept personifies this, but the indifference to this concept out in the communities is felt by the residents. This indifference, this MY feeling, results in a growing census problem throughout the company. All of the weekly conference calls being done are meaningless as long as the indifference to the Holiday concept is in practice. The calls are reminiscent of the old Amway meetings.
Soon we may simply write Holiday off as an experience and retire again. We love our jobs and we are appreciative of the residents we are allowed to care for, but we would be failures if we did so under this indifference.
At the Leadership Academy in Oregon I was presented with the Heart of Holiday Award on October 31, 2008, which was most humbling to me. The week long session showed us what the Holiday concept SHOULD be. My question is – why isn’t it this way? When any employee, from management to staff, is constantly under pressure of implied termination that employee cannot perform to their best potential. When threats take precedence over compliments the employee becomes hesitant to display an extra effort. Without the employee’s willingness and eagerness to put forth that extra effort the work becomes unfulfilling and employee turn-over increases, as well as resident census problems.
We recently had the privilege of our RD asking us to cover another community in order to give the onsite management team a couple of days off. The Executive Chef, (xxxxx xxxxxxxx), was coping with a kitchen steam table replacement. His performance during this nightmare was exemplary. The food preparation and presentation never faltered from his usual ability. He is a true Holiday Chef. I mention this because he deserves complimenting for the extra effort put forth by him and his staff.
Mr. Callison – people talk – and the rumor mill flies. As CEO you are in a position where you most likely do not realize the degree of uncertainty out in the field. Managers, co-managers, staff, and even the residents of the communities, are extremely concerned and fearful for their jobs and/or communities. It does not actually matter whether there is a factual basis for the talk – it matters that the unease and fear lend credibility. As the new CEO of Holiday/Fortress, a group barely above ’flat lining’ on the market, you are the unknown focal point. Wal-Mart had the visible icon of Sam. KFC had the Colonel. Holiday had Bill Colson. Each of them was a personal touch for the public and the employees to believe in, to ‘look up to’ in hard times – and in good times. People need such an icon to give their work meaning and purpose. Whether or not the icon is real is not important – it is the fantasy of the belief which creates a belief of its own.
The consensus is as follows: Fortress is going to eliminate a lot of RDs by increasing the number of communities handled by each RD. The recent addendum to the re-hire policy is construed as meaning Fortress is about to ‘dump’ the ‘sweet sixteen’ and several other communities. The addendum is to allow personnel to remain after their jobs are eliminated; causing a fear others will lose their jobs as closed community staff gets transferred. The biggest talk is that Fortress is considering a bankruptcy restructure. People believe the worst; it has a better credibility to explain an unknown.
As the CEO, with your background, you are the ‘fall guy’ – taking the brunt for whatever evolves. Bill Colson (and family) were a constant to their employees, most never saw (or set aside) his business acumen. They believed in him because he did occasional acts of benevolence which were publicized. CEOs, to employees, are the scapegoats – they change rapidly. CEOs are a distant phantom with the authority to effect an instant disruption in employee lifestyle – the ‘icon’ isn’t there. Only you (and Fortress) can create the viability and a semblance of stability to weather the downturn. As it stands now I would not be surprised to learn about employees beginning to leave Holiday starting not long after the New Year. I hope I am wrong.
Fortress needs to create a totally new and modernized concept. The one so far is a remake of Bill Colson - and XL Management is doing a much better job.
On a final note, Mr. Callison, my wife and I have notified our RD of our resignation. We wish you a positive experience as CEO and wanted to express what we have experienced and observed. Actually, sir, we both have researched you and believe if anyone can turn this company around – it is you. We both hope Fortress will give you the time to do so.
I will be writing about our Holiday experience. Please know that I will do so with frankness.
Thank you for your time; (xxxxxxxxx xxxxxxxxx)
Co-Manager
(Community name deleted)
** This blog is primarily for open discussions of the industry, in hopes it may benefit employees and residents (both present and former) in handling concerns and problems. With about ten thousand employees Holiday/Fortress will not care about (or make changes because of) a few comments posted on the internet. But - if and when the number of comments begin to mount up into the hundreds and thousands - a different perspective will take effect. **
From this point I will begin to relate/report what goes on underneath the veil, but by lifting it a little at a time and not all at once. There is no reason to replay Holiday's basic information advertising to the public - that is available at holidaytouch.com - use the standard 'www' first.
Please know that I will honor confidentiality. Any comment can be done anonymously in order to allow input - even a 'venting' if so chosen. I do reserve the right to remove any comment which I (in my sole discretion) deem to be libelous, slanderous, vulgar, etc. The comments are the opinions of those posting and not necessarily the stance of this site.
thefreebornman@yahoo.com
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We were managers for Holiday for almost five years. I agree whole-heartedly with the last letter. And I admit that the first were true, years ago. When Fortress had their IPO, I bought shares. I think I'll sell them now -- at a huge loss. We all miss Bill Colson and family.
Larry: I would not sell yet. As I recall just last autumn Fortress paid off the loans for Brookdale Senior Living (BKD). The big dog at BKD is also very high up in Fortress - and Fortress recently joint-ventured with Quicken Loans to refinance (remember). There is still a slight rebound coming for FIG, but don't expect much. Out of curiosity I would be interested why, after five years, you guys left. It couldn't have been the easy work schedule.
LATEST NEWS FROM HOLIDAY..on the internet yesterday.
Stan Brown, president of Rock Resorts and Vail Resorts Lodging is become the Chief Operating Officer at Holiday Retirement.
Not too long ago Jack Callsion, former president of Archstone Apartments in Englewood, Colorado was named Chief Executive Officer.
Both companies these men worked for seem excellent and well run. Lets hope they can put Holiday back on track.
The first step : Weed out the bad regional managers and building managers. Make some bold moves.
We are former employees of Holiday.
3 1/2 years.
Yesterday we heard that a building where we formerly worked had dropped from 95% occupancy ( when we there ) to
70% now. They have had 3 sets of managers and co-managers in 14 months.
Residents show up for breakfast and say "who are the new managers today".
This building has averaged a management change every 2.3 months. This is very unfair to elderly people who move into a place for calm retirement and stability. They need to hire more qualified people. There is no question that many regional managers and building managers are not doing their job to encourage co-managers to stay employed at Holiday.
Get rid of all the bad managers who have had numerous co-managers quit. There is absolutely no question that something is wrong if 3,4,5,6 couples quit the company after working for one set of managers. It is no coincidence.
1 out of 3 or 4 co-managers has to been worth keeping.
When we started at Holiday our first managers were by the book and we thought ( during the 1st two weeks) that we might have made a mistake. We now look back and say that this was the best training we could have received and we thanked them for their excellent instruction. Now they and every other manager and co-manager we worked with (except one couple) have left the company.
6 couples.
Let's hope that Mr. Callison and Mr. Brown can do something to improve the management stability at Holiday. Their 1st step should be to revamp the manager/co-manager system...increase the pay with incentive bonuses...and write to every former manager/co-manager who had worked for over 1 year
and ask them if they want to return under a new system. Remember the census 3 years ago was 95%.
I agree with most of what you suggest, but believe it would also serve Holiday to contact every couple who left since FIG took over, to get a broad sampling of the environment. Instead of trying to hide bad news, they should seek out the truth. Not to cause trouble, but to identify and correct the real problems, who often have names and titles. It was proven that Colson's model worked. It just may not work while being run by hedgefund owners. Too many bean counters, not enough beans.
Both Mr. Callison and Mr. Brown DO have the expertise background from a 'very-upper-echelon-managerial-level' - in renting apartments by the month or year - and renting rooms by the night. What neither of them have is the personal background in renting lifestyles to seniors. Each of them can hire people with the needed expertise, but bottom line they are still number crunchers. The BLSs are the same - they may have been very good at moving merchandise off the shelves, but the 'personal touch' and 'constant care' of the elderly they never dealt with. Mz. Bauer was both of these, yet she also had the 'humane touch' to realize the difference between an inanimate apartment, or merchandise, and a life-style change involving emotions and caring.
In the movie "Josie Wales", with Clint Eastwood, the traitor makes a statement to the Senator, "Don't piss down the back of my neck and try to tell me it's raining" - yet this is what the new Fortress management is doing to everyone.
What is the price for a warm shower these days?
My husband and I were recently fired for not writing up employees during our 6 months as co-managers and 2 months as managers (1 month of which we were by ourselves with only 2 days off), for picking up residents in our personal car when we didn't have a bus driver and leaving a note for a 98 yr old resident who has short term memory loss and poor eyesight -- Holiday just lost some managers who really cared.
wow...i thought it was just in our region look at all these people..thats so sick that h.r is seeing this too and its been months but nothing is changing i want to say that not only are cos effected but so are all the rest of the employees...its all control freaks who run the building playing sick mind games,its not their buildings and they could care less about the residents and the residents are supposed to b the point of all this im tired of dreading going to work everyday being afraid of what sick game will b played (by 2 people who r really just a bunch of cowards)will i still have a job at the end of the day,and if people pull together and get rid of the 2 sickos 2 more just like them come(or worse)im tired of having to watch residents cry and im tired of lying to them telling them everything is going to be okay soon "it will get better hold on" ive been saying that for 2 and a half years ,and just because they can pay rent doesnt mean they should live there it is suppossed to b gracious retirement,but how is it when u cant eat a meal without the person next to u pooping on themselves people who cannot function or survive on there on do not need to there that is also what is bringn census down the residents who still function are tired of everything it is the most un professional place i have ever seen and i would hate to see the place just shut down when something could have been done why is nothing being done if its the same everywhere these places are not prisons with 2 wardens this place is not a concentration camp, and laws are being broken everyday .......by the way how r yall doing im sure u are alot lessed stressed
I took the liberty of changing the name in order to protect you - my wife always called you a "Cool Dude", so I used that. Your name would have spotted you out simply because it is uncommon. We think of you often and wonder how you are doing. We will email you.
Gracious Living??? We were told those words are no longer part of the Holiday mantra. If you look at a lot of the new collateral handouts you will not see the words "Gracious Living."
My husband and I are managers and were trained by the managers from Hell. Not only did we want to quit the first day, but we vowed NEVER to be like them. After becoming managers I would like to say that we haven't become like them. However, the pressure of census, constant new paperwork, doing all the things that others have mentioned on here really tries every ounce of your patience.
Then there are the BLS RDs that think you should kiss the butt of some residents if that is what it takes to make them happy. Try explaining that there are some people who are never satisfied and that one cannot MAKE someone happy -- it is up to that individual. Yeah, right!
The fact that there is no longer any Leadership Academy is very scarey. That is where my hubby and I learned most of the things we needed to learn. Our managers sure didn't teach us anything and they sure didn't want us to get signed off on our Grassroots book.
It does amaze me how a multi-million dollar company relies on a metal box of cards that date back years for their marketing practices. Even the residents in our building make fun of the cookie drop idea. Yeah, I want to be an elderly person and have these people come up to the door and start chattering away!
The Holiday idea of "paid holiday and vacations" is another good one. Just try getting extra time off. You are either going to get them and screw the other couple into working ten to twelve days straight or you just ignore the extra time you should have off.
I also love the fact that we have an RDs (we've had six in less than two years) that finds out that one of your move outs is because of advanced dementia and calls the family and tries to convince them that their loved one is perfectly fine staying at Holiday. That we are "assistive" living not independent living.
I could continue, but don't want to hog up the space. Thanks for listening -- no one else with Holiday does.
Wow, 'everydays'! I guess things have really changed over the last year since we left [none too soon].
The "'assistive' living" remark by your RD is a shocker and would suggest a potential combining of Holiday and Brookdale operations/marketing organizations.
The "Everyday's a Holiday" phrase is what some higher ups think that we should say when we answer the phone!
How about conference calls? Are they a waste of time or what? It seems that the few managers that say something do so to suck up to the RD. "Oh, that's a great idea," or "wow, that will bring people in."
Has anyone noticed how they don't send out the weekly census figures for the whole company anymore. We just get the figures for our own District. This past spring I highlighted the communities that had either stayed the same in occupancy % or were up -- guess what? There were only a handful of communities that stayed the same or increased in the last 12 months.
Conference calls, dull as they frequently may have been, were what the participants made of them. Just about everyone on the call knew everyone else and there was often the predictable if-occasional brown-noser. The RD, after a few brief announcements (and/or an equally brief pep-talk) would go around-the-table, allowing everyone to make a comment about a new marketing idea or brainstorm relating to discipline etc.
It used to be a good opportunity for sharing thoughts, stimulating new ideas and general encouragement.
Only occasionally would it degenerate to a glorified show-and-tell.
The RD was pretty good at keeping things moving along and kept the whole conf call under 20 minutes.
I am curious here. If I was a fireman I would have times when I would have to stay at the station overnight 'on-duty'. A fireman gets paid for this, even if he/she does not have to be awakened to go to a fire. A salaried position has Federal guidelines which the position must fit in order to cover the hours. At Holiday one is paid for forty (40) hours, supposedly scheduled forty-eight (48), and expected to work at least sixty (60) hours. When management is 'on call' why are those hours not counted? Just like a fireman being required to stay at the station (onsite) the management is required to stay onsite to take care of E-Calls (emergencies). Figuring the nights one is 'required' to be 'on call', normally four, this is about forty-eight (48) hours added to the week. It makes no difference whether or not one is awakened by the alarm, being 'required' to be 'on duty' during the night hours is then 'work time'- just like a fireman.
Figuring an average of $455.00 per week pay at 40 hours is $11.37 hourly. At the 'scheduled' 48 hour week it now is $9.48 hourly. The 'expected' 60 hours pays $7.58 hourly. When night 'on-call' hours are added (108 (60 + 48)) it now pays $4.21 hourly.
And you know what?
Those doing the job usually figure this out early on, but find the work so fulfilling it is set aside. What other profession can claim this devotion to the job? The care and interaction of/with the residents takes precedence over almost anything.
I did not personally know the Colson family, never met them, but the reputation of what Bill Colson built is amazing! People I spoke with who did know him spoke highly about him. He left quite a legacy - and hard shoes for Fortress to fill.
My wife and I had considered a retirement in one of the Communities when an opportunity arose for us to instead become employed by Holiday. From the beginning it was known by Corporate that I would write about our 'Holiday Experience' in an honest and forthright manner. I estimated approximately one year to gather enough research to properly write a story, but we figured we could possibly give them six to eight years work if my health allowed. At no point have I found any evidence to castigate the concept. My wife and I fell in love with the 'Holiday Concept' and we always will be. What I found is that the new owners obviously have absolutely no clue what, or how, to keep that concept alive.
From a family owned and family believed, hands-on, profitable enterprise to an 'apartment rental only mentality' which pays lip service to the concept is a big jump. The 'Blue Light Special' employer attitude of bottom line profit to appease shareholders at the expense of loyalty to employees/residents has caused this couple to walk away. A profit is necessary in order for the business to survive. No one in their right mind could argue that point, but when the reach for the profit comes at the cost of those giving the potential then something is wrong.
Now what kind of logic fuels this attitude?
You are right about the hours, pay and fulfilling. But, the one thing I must add is that uniform working conditions do not exist at Holiday Retirement. We worked for 3 1/2 years under 5 managers and everyone was different. 3 had great attitudes and worked co-operatively and the other 2 just wanted to do things "their way".
It is false to list couples as CO- Managers. They are really assistant managers or administrative assistants.
You have no authority as a Co-Manager and you must do it --the other managers way --not the holiday way.
Working under our first regional manager, who was a former building manager was great. He knew what you were experiencing. Ending the 3 1/2 years with a "blue light" regional manager was not good. At the end, all the "blue light RM did was manage by intimidation, threats and unfairness.
There is no question that the census has dropped in our former region because of the turnover in managers and co managers and the unsteadiness within the buildings. Recently a son of a Holiday resident told me " the only thing my mother-in-law dislikes about about Holiday is she just gets to like a manager or co-manager and they either quit or get transferred.".
Mr. Callison needs to work on staff retention as a priority. These older
residents take a real liking to the management staff and confide in them for many things.
In my opinion, the reason for the large turnover is the uneasiness between managers & co-managers. There is no doubt that if you are liked by the residents as a co-manager more than they like the manager---you are doomed...
This attitude needs to change and management staff needs to work better together.
We'd still be working for Holiday if we were allowed to transfer from our last assigned and working with people who were like a dictator and a tyrant.
You wouldn't believe how some managers treat their co-managers.
You are lucky to find someone who works co-operatively.
There is another website where a manager ssys if you have 2 move-outs in one week....you need to rent 2 apartments the following week or you will be fired...
After working for Holiday for several years they give you NO money for advertising and they just want you to deliver cookies to prospective residents. Many times the kitchen staff doesn't have time to cook and the cookies come out terrible.
The jobs as manager & co-manager could be fine if everybody did things the Holiday way and by the book.
There is too much variation and personal feelings put into things and
"finding fault" issues.
Good luck to everyone working for Holiday and hope that someday the Colsons will buy back the company.
In the meantime, if you apply for a job,
make sure you don't work for a regional manager who has been a "Blue Light Special". They have NO IDEA how to manage a retirement home...they aren't even good at selling underwear, bras, socks, tents and ice coolers.
The B.L.S's....the lack of steady properly trained management and the lack of adequate marketing training/materials has led to the massive decline in census.
Many of the regional managers don't even live in the areas that they manage.
Many of them don't visit with residents or staff when they are at a Holiday building. They just sit in the office and talk to the managers and many times the co-managers are totally left out.
Ask a dishwasher or housekeeper "who is the regional manager" and they wouldn't have a clue.
What Mr. Callison needs to do is hire back all the former managers and co-managers and maybe his census will rise to 94% which is what it was when Fortress purchased Holiday. Now it is somewhere in the mid 70%.
Good luck but under the present system of unsteadiness in stable management will continue with the lack of compassion, understanding and attitude this is "my building".
Holiday would be a great place to work if everyone got along.
What makes you think former Managers and Co-Managers would ever want to go back?
This company currently running Holiday is not worthy enough for former people to go back to. The former "good" "Managers "AND" Co-Managers" worked way to hard but with a lot of pride to get their buildings full.
FIG has successfully destroyed a great company that will never rise to the level of the Colson's regime.
Sheryl Bauer is the ONE link missing in all of this and she left as well.
She is the one person that truly ran Holiday and she did a damn fine job. No one can ever deny that.
Fig needs to sell Holiday back to Bart and hopefully under Bart's ownership, he will find some able bodies to pick up where it was left off when Holiday was sold to FIG.
First and foremost the dumb asses of BLUE LIGHT SPECIALS need to go. They were and still are the number one reason why this company has gone down the drain and then came FIG...a Double whammy so to speak.
I truly feel so bad for all residents left at any of the Holiday buildings. Those people feel bad as it is for employees.
Boobi:
Thank you for the comment - good points.
Feel free to offer the web address of any other site you found along these same lines. I will be happy to visit them and offer a link.
The management system is severly flawed, perhaps deliberately. Plausable deniability comes to mind. One of the first reprimands we received as Co Managers was "chain of command". As Co managers we don't make any decision or suggestion without first bowing before the Mrs Manager, who might then check with Mr. Manager for his blessing. Usually, it had to go up the chain to the next level of management etc. There was to be NO communication of any kind between the Co Managers and anybody further up. Interestingly, the Regionals did not communicate with the Co Managers either. Co managers are responsible for anything that goes wrong, but authorized to do nothing. Managers should expect to be reviewed at least annually by the Co Managers, the Executive Chef and perhaps residents. How would things change if the managers knew evaluations would certainly get up to at least the Regional Mgr and perhaps higher? The "Holiday Way" is currently fiction, since it depends on who the local Management couple is.
YOU ARE 100% CORRECT.
Co-Manager is the wrong title to use.
It signifies you share the management role and that is so far from the truth.
After 4-6 months many "Co-Managers" catch on and know whats happening.
They quickly realize there is no uniform system to communications, goals, marketing and day-to-day operation.
Many managers take-it-for-granted that the "co-managers" will get the word.
Many Holiday buildings are becoming independent living / nursing homes.
There needs to be a screening review when a new person wants to move in.
Holiday also needs to promote people from within to regional manager.
Their latest direction has cost the present company millions in lost revenue.
B.L.Specials have there favorites and almost totally ignore others.
How about the managers who were fired because of 20 vacancies. New managers, with 6 months experience, were brought in because of their supposed "great marketing ability".
The building now has nearly 35 vacancies. If an average apartment is $2500 this building is now loosing $87,500 a month rather than $50,000 a month when the previous managers were there. Great move by the regional manager. Maybe the old managers needed to be released, but what about the idea of bringing a couple in that
had only 6 months experience to a struggling building.
Maybe the company doesn't have any working couples working longer than 6 months to promote.
We've heard many times that if you want to be promoted to managers, something might happen in 6 months.
Or how about the managers who opened a new building -- after 6 months they had only 20 residents. These same managers were transferred to open another new building.
That is really poor for a company.
Now we can all understand why Holiday is falling.
Regional Managers who have no experience in independent elderly living...and couples ( with only a few months experience ) managing a facility that has a gross income of over 3 million dollars.
Stability and experience is needed for success in the elderly housing business.
You can't blame Fortress for cutting back due to lack of profit...
But they must change the direction and get Regionals and Managers who strive to make things work and help people succeed.
Get rid of RM and Managers who drive people away. THey will do nothing but drive more people away and continue to have inexperienced Managers with only 6 month of experience. Start fresh with some new/experienced people or even some former couples who have the compassion, The REAL TOUCH, and the proven knowledge about how to treat elderly citizens and run a business.
If you have a few dollars left in the activity budget or food budget at the end of the month--- have an ice cream sundae afternoon or a chocolate chip cookie and milk party.
Having happy residents and providing the ultimate TOUCH is what Holiday needs to return to.
It certainly will cause census to rise and more success for Fortress and Mr. Callison.
I think what Holiday needs to do is to bring a Marketer in every building! Now more then ever. Every competition building has AT LEAST one marketer. The managers and co-managers are asked to do everything from unpluging toilets to hire, fire, supervise employees, kitchen, take care of the residents and their needs, pour tea and coffee, do community outreach, cookie drops,call to DI's and depositors, answer alarms etc, etc, and keep the building full with no money for advertising. Just keep calling the same people over and over again... How could any team can do all with no help in these times? And do you remember the memo that said that the housekeeper is not allowed to wipe off feces in the common areas-this should be done by THE MANAGERS!!!!! AND WHAT ELSE should the managers do? I don't work for Holiday any longer, but I would never come back again! Not under Fortress. Also the changes you are talking about, switching managers around, firing them to bring very new ones this is done because the RM need to show their bosses that they are doing something when they actually have no idea what to do. There are RM that are with the company for far too long and they would do anything just to keep their chair. Why do we need a regional Marketer for? Money thrown out on the window. They are NO help, they just travel, do reports,ask for report from you, email all day long, and annoy everybody . They don't come with ideas, they ask YOU for ideas. Why are we paying them for? More stress for the managers. The only good thing left after the Company was sold, is the residents. I wish I had more time to spend with them. They deserve more than that. I will stop here. 3000 characters might not be enough for my too many years that I worked for Holiday.
Hello to all & My wife & I Were w/ Holiday for 4 And half Years Same Location & Same Mgrs we were co-mgrs & always had facility 100% Most of time. We can relate to most of your Blogs & wish you each Success in your Endeavors afterHRC.. I have one Question--How did these Blue Light--K-mart Regional Mgrs Get into Holiday Retirement??? Big Mistake!! & the one we Had At end Is Gone from Hrc!!
Welcome! Enjoy and join in. 4 1/2 years in one location? How in the world did you manage that? We considered being permanent co-managers - it would have been nice.
We need to have a former Holiday manager / co-manager convention somewhere. We probably couldn't find a place big enough.
I know a place where they just hired co-managers who had run a pizza shop for the past 25 years.
I also know another place that has hired co-managers where the husband was
a Realtor for 20 years and his wife really didn't work.
Neither of them went thru the 8-week training because all of the buildings are desperate for co-managers and there is no one in the training buildings.
DESPERADOS !!!
There is a district manager who also formerly worked for K-Mart. I am sure he has hired all of the Blue Light Specials.
It's been my experience that it doesn't matter where you came from, it matters where you are headed. The DM of whom I believe you speak is one of the best upper managers I have ever met, with a great heart for the business. The problem with many of the blue lights (because it's true, there are many) is not that they came from a retail environment, but that they don't have the necessary heart in the first place. To a point, managing to a budget, paperwork, etc, are all things that can be taught. What you can't teach is a heart for people, especially seniors, teamwork, collaboration, etc. Those things cost nothing, they should be there regardless of budget, census, or who the CEO is. This is what is lacking in many RM's (old school and new) and pretty much all of the new upper management at home office. What would be the harm in saying, hey, these are hard times, we are going to have to make some really tough decisions in order to stay afloat. Honesty would go a long way in improving morale, because right now, everyone is just holding their breathe thinking they might be next. I would have rather been leveled with, and been able to prepare myself mentally for what was coming my way. Maybe I am naive, but I believe people just want to be told the truth. I am not happy to have lost my job, but I would have much rather had a "pink slip" situation so that I could have said my good bye's and transferred my knowledge to others in my department who are now left behind to do more work with 1/2 the man power.
I agree that the DM is a niced guy.
I also agree that every employee I talk with at Holiday is wondering if they are next to be fired. What is also happening is that Managers are condeming many co-managers just to make themselves look good. What better way to have job security then to give your RM the impression things are not going well with the management team within the building. The RM's are saying "I can't fire these managers because we'd have no one to run the building". All RM's need to have scheduled monthly meetings at each builing with the managers and co-managers. Many RM's just pop in with no advanced schedule
and it is usually during the managers scheduled hours. The co-managers are often left out because the managers and RM's don't consider them a real part of the main loop. In my opnion, that is totally wrong and it gives the co-managers no outlook for a bright future.
Good luck everyone at Holiday and I agree with the above author --- "I remember the good old days".
The accelerated deterioration of "the touch", especially among newer mid-level (regional) management over the last year-and-a-half is truly unfortunate. The shift of focus to the bottom-line was indeed predictable after the Fortress buyout and a genuine cause for concern among most of our fellow community managers and co-managers,
Little did we realize however that "management by intimidation" would become the norm, especially on the heels of the plunging real estate market -- a mere bellwether for the current economic crisis, which each of the principals of Fortress can now -in no small part- attribute to the person in the mirror.
- Google: “Sen. John Edwards” and “sub-prime”
Well put!
You meant to say the "Blue Light Specials" they have for Regionals???? They couldn't make it at Kmart so what makes them think they know everything about senior retirement.
None of these "B.L.S." has ever managed any of the buildings for any length of time to deal with every single issue we as managers have to deal with on a day-to-day and night-to-night basis. They never even made a DI call but yet they demand the managers and co-managers to do it all and fill the building. Nothing else matters just to make "THEM" look good. They don't give a rats ass about managers and co-managers as they think they can get the next set cheaper anyway.
The regionals at HRC are ALL a joke..every single one of them and some of the area directors are drunks.....seen it with my own eyes.
This is just the tip of the iceberg and hopefully more people now dare to say what they all really want to say.
Thank you for letting me blow some steam....it was a long time coming.
Achmed:
You double-posted - I checked to ascertain if they were the same wording, then I deleted the first one.
As this develops I expect others to 'blow some steam' - understandably so - just as I expect there will hopefully be those who are still Gung Ho, even some who will blindly play the lemming scenario right over the cliff.
dl,
people are going to vent, and I am certain there are still some true believers, but at the end of the day Holiday is not the same company, it is no longer a family. sad.
AGREED!
And those that did it all and then some could not become RD's because nobody as dependable could fill the Manager position. Actually you couldnt even transfer to marketing or activities even though you were great at teaching these positions to the marketers and activities for that same reason so you QUIT
When I began writing about our Holiday Experience my wife suggested that I put it up as a blog instead of a single long story, putting small snippits as a comment in order to keep it fresh and ongoing. She also felt the potential possibility of an 'interaction' with others would be a reward. She, as usual, was correct. One of the first things we became aware of when we came aboard was the strictures against interacting with others. At no time was an 'open' and 'straight forward' option allowed at any managerial collective meetings or even on a daily personal level. The best, and often most informative, discussions came after the company meetings were done for the day. Many would gather outside to 'chat' and the conversations became more relaxed.
I never heard someone deliberately being negative about Holiday during those informal chat sessions. What we (most of us) learned was the fact each of us was not 'alone' in our situations/daily problems. A situation or conflict could be tossed into the conversation and numerous variations were offered by those of longer service/expertise who had experienced the same (or similar) situation.
Anyone who has ever owned or managed a viable company/business is aware that the B.S. sessions are often the most productive. Unless one is willing to hear what employees/customers (residents) don't like about something, and do so with an open mind, then there is no way to isolate a problem or potential in order to find a solution.
I agree with lots of what I'm reading on this blog, but can't find any comments that reflect our views. The Holiday Touch is one of our main issues. Why should the managers and comanagers be expected to deliver the Holiday Touch? We are overworked, seriously underpaid and not noticeably respected by our employers. Why don't the multi million dollar owners - past and present - extend the Holiday Touch to the residents and the employees. If the corporation wants us to be "missionaries" working for a belief or an ideal, then why isn't the corporation non-profit. The coporation is predatory and always has been. They get people to manager their buildings who are desperate for a job - usually because they are in their 50s or older. How many managers and co-managers would turn down a respectable, well paying job to stay with Holiday? If some would then their are admirable people and should perhaps pursue volunteer work or work for a non-profit company. Why should we be the only one's with a mission to help the elderly? Our residents get what their pay for and if they get more from the managers/co-managers then those managers and co-manasgers need to ask themselves why they are selling themselves so short. In other words letting the coporation make more money by brainwashing their employees into basically useing their own time and resources to deliver the Holiday Touch to the residents. I say, let the company treat managers and co managers fairly - pay a decent salary for the hours we work including the on-call time. No, I do not find the job so rewarding that I will overlook the inequities that are rampant in this company. When I see the company giving back to the residents and employees I might have a different attitude, until then I will stand by my opinions and would urge others to ask themselves if they are not being used by the company.
You are right Miss Daisy...
Why doesn't Holiday promote to Regional Director from within ? That way your boss will know exactly what the managers and co-managers are going thru. The K-Mart people may know what do in a department store, but what about the actual day-to-day operation of a Holiday building ? In a full building it is almost impossible for everyone to stay within their time schedule. Take dinnertime -- many times servers get behind because the residents have a hard time deciding between the two main choices. ( something the regional managers don't know ) At the buildings where we worked, we put the main item and the 2nd choice on the table cards everyday. It quicken the process considerably.
We'd like to stay longer, but we are looking for other employment. 5 years and 4 buildings. We have always tried to make it a pleasant experience for co-managers so they could be successful. We have heard horror stories about other managers and we can't understand why they are allowed to continue their bad ways.
Good luck everyone...Holiday could be a great place to work with 2 main additions. A marketing person in every building and a receptionist.
We are managers of a community for a long time now and aren't sure how much longer we will stay with them. The marketing budget has been chopped way down and everyone is really nervous. The back biting, bickering, constant threats about census, it's getting to us. We watch residents worry about rent going up and their investments bottoming out. It's getting scary. What happened to The Touch the way Bill Colson believed? We like what you are doing - thank you.
Sooner or later everyone gets to a boiling point. We are burned out after 7 years with Holiday. The change from Colsons to Fortress has been so severe that we can't take it anymore. Activity directors hours cut...chefs being told to use as much leftovers as possible...weekly conference calls have regional directors yelling about census...no one ever says "thanks for doing a good job taking care of the residents"...all marketers & regional assistants fired...home office people quiting one-by-one...as Bob Hope would sing "Thanks for the Memories".
Home office people don't quit one-by-one they are being led go by the dozens and being told if they say anything negative about the company anywhere, anytime they will never be re-hired yet the jobs these people were doing at home office are no longer being done.
Occupancy is now 79% and still going down.
Didn't they say for every 1% down they loose $ 1 million per month? That means they loose an average of $ 15 million per month.
Nothing ever changes when it comes to the Regional Directors or "Blue Light Specials"
It is all they know how to yell at others when the chips are down since they don't know how to fill a building them selves.
Every single "Blue Light Special" should be running a building for a solid month, day and night with the understanding they must get 5 move-ins or else they will be fired.
That means no help from anyone and do all the day-to-day jobs an average community manager or co-manager does in a day.
Now that is my challenge to all these Regional Directors.
Who will answer
ATTN: ALL
Please let all of us know if any "BLS" dares to take this challenge.
Any of you dare to ask this on the conference Call?
This would be a great challenge for the new management starting next week. The building the RD gets sent to should be one of their most difficult properties and they should not get to offer any specials or discounts that regular managers could not offer. This would be a lot of fun!
I have read the above comments with intense interest. I have no affiliation with Holiday. I first heard of the company 2 days ago. I imagined if I were a newly hired Regional Mgr/Dir I would visit my first facility on an extended basis and get to know the residents, the staff, the co-mgrs, and the mgrs in that sequence. I would do functions/tasks as performed by each member of the team, including recruiting new residents. I would ask all of the above people what is working well at their facility and what needs attention ... and what do they expect from me? I would do everything possible to establish and enforce procedures consistently across all facilities; create an environment that helps everyone at the facility to feel like they are on a winning team and happy to be where they are ... even in challenging times like now. I admire the sincere effort that all of you have put into your Holiday facility. I empathize with those of you who have endured the tyrant managers. I believe it is possible to turnaround the situation. There needs to be integrity and positive leadership by example on the part of the RM. Then watch great things happen!
Something needs to be mentioned here. Remember that everyone has a set of rules, regulations, and guidelines to follow regardless of position.
Community staff answers to Co-Managers and Managers
Managers answer to Regionals
Regionals answer to District
Districts answer to Callison and underlings.
Callison answers to Fortress
This is over simplified perhaps, but you get the idea. Each of the positions allow for some squiggle room in day-to-day operations as long as the basics are followed. It does not strike me as being completely fair to lump all Regionals as BLSs. There are some extremely good and capable BLS Regionals - just as there are some bad Regionals who were already there.
Prior to writing this comment I telephoned our former Regional to ask if he had any adverse feelings about using his name and the name of his District Manager. Although I will continue to make mention of both when it is a part of the writing I will not use the actual names or locations without their consent. I was asked to give them time to think about it - and will do so. Both my wife and I found our District Manager competent and he kept his word to us when it counted. The same is said about the Director of Human Resources - he kept his word. We are not 'friends' and never will be such, but insofar as a working relationship they did their jobs properly.
The Regionals are under extreme stress also - don't forget. Fair is fair! Any person commenting on here deserves a fair shake, without exception - and they shall have it. I may not agree with them - and they may not agree with me, or with you, but no one will be subjugated to a preconceived judgement - that would be unfair. We all are trying for an open and "comfortable" discussion of the problems. When one feels a position must be "defended" in order to get a point across then it defeats the purpose.
It is hoped that at some point we have a present or former Regional who will speak of those problems or positives. To most Managers and COs the Regional is the person most dealt with during the community operations. I must agree with Achmed about that and, in a lot of ways, my wife and I will put the blame squarely on a regional. Numerous situations came up where a regional made a determination order and claimed it was ordered by "upstairs" - only to find out later from those 'upstairs people' that they had known nothing about any of it. I also concur regarding a regional playing favorites with friends and promotions, using this to "punish" those who questioned. But it would be prudent not to frighten a potential commenter away because they believe they will be bushwhacked at the pass.
If anyone has suggestions as to how our contacts can be increased with residents, families of residents, more communities, etc. please speak up. The more first hand information we gather the better. Thanks.
That sounds like a good idea. We visited 3 properties -- but due to time constraints they were overnight visits. There is a lot of "talk" for want of a nicer word that generally did not translate into every life as a co-manager or manager. When we tried to turn our building around -- the hostile element burned like wildfire and the end result -- we are gone -- they are still there. I have heard the same story over and over from others.
My pleasure! Please understand that in no way am I against Holiday/Fortress per se. My wife and I love the concept. I am merely attempting to convey that a serious problem exists and they don't seem to grasp the cause, or don't want to. There are fantastic managers, co-managers, staff, home office support, all working for the company. They deserve a fair shake - as do the residents.
This has been going on since I worked there from 2001 to 2006. I worked in HR when there were only 4 of us. At the time, if you even tried to convince the uppers of a problem, you were gone. Happened to me in the middle of the health insurance open enrollment. They allowed their managers (Home office and the field) to "manage their own employees" whether or not it was in a positive manner or negative manner. I am glad I am not there. I can't imagine how it is now.
They just don't get it. They say they do, but actions DO speak much louder than words. They are driving up rents, taking away the special things our residents have come to Holiday for and they wonder why census is now officially the lowest in the company's history! What would be wrong with locking a resident's rent for three years? If my math is correct, an occupied apartment brings in much more revenue than an empty one. Our residents are our best marketers so what have they done? They laid-off the marketers and have pissed-off all of our residents. What will the residents tell there friends now?? We are in a world of hurt! I wish they would change the name of the company! We all know that "Holiday" is gone as we knew it. Let's get a new name, a new logo and a new business plan. I truly think people would be willing to accept that, put down their axes and move forward with a new direction. Just a thought! We love you Bill !!
No they don't get it. I'm inside the company and I can tell you they don't care at all. All it takes is a look at the complaint log; which is sometimes over 200 complaints (use to be 50 or 60) in a week and that will tell you all you need to know. Trivia...How many times do you think the esteemed CEO of the company has graced the Resident Retention department with a visit? If you had 200 complaints a week coming in do you think you'd check in with that department. The truth of the matter is the company is only interested in whether they are up or down and that is the way the reports are given +1 means good week (even though you may have lost 20 residents within your region but you put 21 in) and -1 means a bad week (even though you possibly lost that resident to death or higher care but the people you have are still with you) heck...it's hard to get time off now to attend the funeral of a resident. All they care about is moving someone new into the community. I've given 5 good years and I think I've had enough. Tune in
I am a former resident.
I wrote a letter to headquarters in Oregon and no one has ever responded.( 3months have gone by )
I left because the food was "slop" and the head managers were horrible.
I am not the only one that feels this way...One other resident moved out for the same reasons as me. We both live in our own apartments...eat every meal out and we don't need to put up with the managers meaness. We are both telling all our friends...Don't go to a Holiday Retirement building..Things have gone way downhill.
By the way...another friend told me about this wedsite and I think residents will start giving you comments. I'm passing it along to all my former Holiday friends.
Thanks, Donnieboy:
I am so sorry you did not receive a response from HQ - not too long ago you would have received it quickly. It is hoped more residents will get involved. I wish there was some way we could get it through to the residents that they hold the keys - they write the checks which supports everything.
This just really pisses me off! I remember sitting through the trainings when Holiday used to fly the teams into Salem. I was one of the presenters for HR. I loved the chef trainings at the time. The food was top priority. The residents' well being was top priority. I am glad I don't work there anymore. I got fired for trying to make things better. Shame shame shame. I am going to have to quit receiving updates on here. I just get madder by the day. You don't mess with kids and you don't mess with seniors!
I don't really view this as a surprise. You haven't been back into a community. My wife and I were co's and walked away. The deceptiveness and duplicity of the company is really amazing. There was greater number of people within our building ( I know they prefer the word community, but it is now just a building) who deserved to be in a higher level of care but because census is WAYYYYYYYYYYY down the managers are under pressure to take them.
You folks have me worried my wife & I are thinking of taking a job in the company. I am not sure I have heard anything good from past employees. Please, somebody give us a positive word, so we go into this in the right mindset.
Re-read everything to date. Check out Vault.com - there are some reviews about Holiday there (mostly negative from past and present employees). What do you want in/from the job? Will you be Co-Managers (Salary/exempt) or hourly - what? Managers and Cos live onsite in a one bedroom unfurnished apartment (Cos) and two bedroom unfurnished(Managers)- others do not. As 'management' you will clean toilets during meal times and late at night (ruins a good prime rib dinner). All hourly employees live off site.
Co managers. Salary. We love to work with people. It is all we do know. our life is serving. I think it is a good fit, but as I said there seeems to be a lot of people not happy there. I think it might be an old dog can't learn new tricks. I have taken over companies before and the people that were there, found it hard to march to a different drum. Thank You notmyrealname for the advise. I would like to know more about the company. If anyone else has an opinion please speak.....
Finding the proper combination of management skills, supervisory experience, a caring attitude toward seniors and a rock solid personal relationship is a rare thing. As a result of that, many Holiday buildings are staffed by managers who are ill qualified to lead. That coupled with regional and district managers who have been cast off the retail heap and have no practical knowledge of the job the people under them perform make starting out with Holiday akin to entering a lottery. The lucky winners get building managers who actually practice the "Holiday Touch" and a Regional Director who has worked from "the ground up" and can relate to the numerous challenges a management team faces on a daily basis.
The losers (which are unfortunately the greater number) end up with managers that have massive but frail egos who nit pick their staff into screaming agony and an RD who was laid off from a downsizing retail chain and knows nothing about the hospitality business or what the manager's actual job entails and spends most of his time pushing you for numbers.
dl's letters follow the journey of a wide eyed iniate to a tee. I couldn't have expressed our sentiments concerning the company any more accurately. Re-read them and follow the progression. There is much wisdom in their words. Even now as we come up on our first anniversary of finally being made managers, it's hard to believe some of what we endured to get here. At least a dozen times we been ready to pack up and leave in the middle of the night but always there was a circumstance that somehow kept us hanging on. Could have been fear of change, lack of resources or an abiding faith in the Holiday ideal but now with all the emphasis on money, money, money and less and less on the residents, we are beginning to question our future with the company.
So it all boils down to the luck of the draw. Pay close attention to who you interview with and ask plenty of questions when you interview with the regional. Trust your impressions, there's a good chance you'll be living with the couple you interview with and bear in mind that get a bonus if you stay with the company. The Holiday Touch is a beautiful concept if you manage to find a place where it's still being practiced.
Hi there. My husband and I are thinking of joing this Company, as co managers, then managers. We would like to know the Salary, for each of us would be. It would not make any sence if they were only paying us 25k each per year..as a McDonalds Manager makes more than that. Thank you!!
Janet:
Read the 6th comment down from the top. On average Cos make $455 per week gross - Managers make $500 gross per week. When you become a manager you could earn up to $12,000 bonus - Cos $6,000. California adds almost $20,000 per couple yearly. It is true you basically have no expenses other than what you bring with you.
Your comments above are true...a co-manager couple usually starts with a gross salary of $47,000. Correct me if I'm wrong, you don't get the bonus unless you are 100% occupied and you are exactly under budget. One penny would make a difference.
Janet --if you go to a building make sure you go to one that is almost full.
Otherwise you are under extreme pressure
everyday to fill the rooms.
Does anyone know how many of the 300 holiday buildings are above 95% occupied.
Of all the buildings in my former region
(10) I have heard that the best census is 92%.
Occupancy and census is the name of the game.
Thank you so much for your reply(s). I can not believe they pay SO low for the work they expectr you to do for them. Especially being a Manager, Canada they say it is 60k per couple, so 30k per person to be a manager is just ridiculous. This Company has so much money. You can be a store manager for a teenagers clothing store and make 35k per year. Will it take long before my husband and I become Managers from Cos? What is the average time? Now, they have also stated, they give you a free Luxury suite. Are these suites like hotel rooms, that look like hospital rooms? I enjoy this type of work and has always been something I enjoy doing, but I need to look into this Company more, and see if they pay and treat you as you should be for all the work you do for the Company. Thank you so much you guys!
The co-managers apartment is about
900-1000 square feet. One small living room...kitchenette ( no room for a table and chairs )...one small bedroom and one bathroom with a shower. There is usually an open porch-way on the back with room for 2 chairs and a small table.. The co-managers apartment also always opens in the main dining hall. It is a small cozy apartment, but no way a luxury suite.
As far as becoming managers, it all depends how many people quit the company and openings exist. Right now it seems that being promoted to manager happens quite quickly because of all the resignation. --- 6 months of less. Also it depends on how you get along with the regional manager. Previously the company would pay for your moving expense if they wanted you to be transferred. Now we understand that moving reimbursements have been eliminated. I am sure all the people on this blog will agree, you must make sure that you work with a manager-couple that is willing to train you and is willing to make you successful.
Many manger-couples, in the past, have created their own little kingdom and don't train you the proper way.
As you can see from the earlier comments, you end up working for less than minimum wage many weeks. The couple that works the afternoon schedule is listed from 11:30 to 7:30.
I must say that there was almost no day we ever ended our work day at 7:30. It was more like 8 or 8:30 pm.
If one or 2 of your supper servers don't show up, definitely plan to work until 8:30 or 9.
The schedule and pay is not bad if everyone shows up and does their job.
Because of the lower pay scale for dishwashers, housekeepers and servers there are many times they call in sick and you are IT.
It is very common to have this title
on many days at a Holiday building.
Manager/Marketer/Receptionist/Server/Dishwasher/Housekeeper/Toilet Plunger Person....
One year we thought about going to the dollar store and giving each resident a toilet plunger as a Christmas gift. (Total cost around $120 ) My wife talked me out of it.
You made a mistake on the title ---
Somethime during the week you assume the total title below ...............
Manager/Marketer,Receptionist/Server/Doshwasher/Housekeeper/Weekend Maintenance&Garbageman/Weekend Activity Director/Toilet Plunger Person. Holiday Retirement has a great concept but when one of your employees fails to show-up the only fill-in persons are the Managers or Co-Managers.
You improved the list, but you didn't get it all either. Manager/Marketer,Receptionist/Server/Dishwasher/Housekeeper/Weekend Maintenance&Garbageman/Weekend Activity Director/Toilet Plunger Person.
Please add: Postmaster (selling stamps all day and receiving and storing packages too large for the mailbox), snack bar manager, fill-in cook, master of ceremonies for the daily announcements, birthday celebrations and memorial services; helium balloon filler; night watchman and security officer; safety manager in the event of flood, fire, earthquake, etc; first responder to “e-calls” and 911 dispatcher; and even though the company denies it, personal assistant to help a resident get out of the shower or off the toilet; ( I know, it never happens). Believe it or not, I did not resent any of the above…just the company’s lack of appreciation for all that is required.
I know more could be truthfully added as duties, responsibilities and chores...but there isn't time. Someone had an incontinent moment in the elevator and I have to get a mop!
ONE QUICK CORRECTION...
The Co-Managers apartment is about 500 sqaure feet and the managers apartment is 900 to 1000 sqaure feet. It is nowhere near a luxury suite.
The co-managers apartment barely has room for a entertainment center, couch and one lounge chair. It is pretty tight quarters --- and to put it bluntly there is almost no room for quests if your kids and grandkids visit you.
I want to know who authorized the co managers to have any visitors? Can the RD authorize this, or does it have to come from higher up?
It is mostly up to the manager and co-manager...It all depends on the building manager. Actually it is your apartment and you can have anyone you wish to visit you.
If the guest room was available on dates needed for housing guests of anyone on the management team, we'd simply pencil-in the name on the booking calendar.
If, at any point, a resident asked for the room we'd make it available to them.
We did it this way at all our communities with no problems or complaints.
You must be in a newer building. Our Managers apt. is around 700 sq. feet and the co manager's is 550sq. feet The managers apt opens up into the office. Our building is 22 years old. Sometimes I hate this apartment. We rented a storage unit to hold things that just don't fit.
I guess and life is just what you make it. We have been managers for 2 years. We love our residents and staff. Everyday is a challenge but we love the job and would like to go five star someday. Each year the running of the building and the paperwork has gotten easier. Next year I expect to have an even better grasp of the budget. We are looking forward to new marketing ideas we have come up with for next year.
I've cleaned apartments for a couple of days in a row, served meals, cleaned up messes... sat in the floor with residents who have fallen while waiting for an ambulance, made hospital visits to residents on my day off. We look at our job as managers for Holiday as a ministry. WE love our job.
After many years we still feel it is a ministry, yes the days can be long, but missionaries never stop ministering
to do this you cheat the residents you decide
dont do it you feel great but all it is hours without pay or dependable help
I want to know if bewildered took a job with Holiday?
Beewildered-
I'd suggest you and your wife go for it. If you have "the Touch" -- and most who are successful do beforehand -- you'll succeed. I'm sure (as a matter of fact I know) there are still plenty of good managers left but I can imagine that the regional managers are being put under even greater pressure in light of the current economy.
One thing to always keep in mind is that your current residents should be your best marketing tool. If the management team you are joining doesn't see it that way keep your eye out for openings at another community. Also be wary if there is a history of the facility being a revolving door for co-managers under the same managers.
Finally, burn no bridges.
Best of luck!
"This was inside a Christmas card slipped under our door. This is what it is all about, Mr. Callison - it is what keeps them there... and good food."
"I think Christmas is a good time to say, Thank you from my heart.
When you two came to us last year - this was a sad place, everyone was unhappy. You two gave us back smiles and caring. You truly care about people and it shows.
It has been so good getting to know you - Seeing you get married - again. Your love is so wonderful to see.
Thank you for everything you give to us. It is a joy to have you here.
Love, Nancy H."
I think almost every Co-Manager and Manager couple has received letters like the above. The residents ARE appreciative of what management does WHEN it is done with the touch. My wife and I renewed our thirty year wedding vows at our community last September. It was a beautiful and moving experience because of the love shared with the residents. This is priceless to us! The pictures of the renewal were placed on a disk and loaded into our computers. The staff came in on their own time to join in the ceremony, the Chef made a special cake, the Sous Chef was my best man, and a resident was matron of honor to my wife. The Enrichment Coordinator put everything together for the service and one of the residents, a famous seamstress, altered a beautiful beaded gown which another resident requested my wife to wear (due to its history). The dance floor was set up, we brought in special music, and everyone dressed very formal. WE paid for the service and it was worth every penny.
As this 'story' develops about The Holiday Experience it will, hopefully, give anyone who presently works (or ever did work) for Holiday the option to offer input. Early in our employment my wife and I were involved in a corporate cleansing factor and we survived the resultant investigation. We did so simply because our professional backgrounds allowed us to properly package and present a documented sequence of events which proved up consistently.
We have visited several different communities, conversed with numerous staff members at all levels in those communities, spent countless hours of our 'free time' in informal meetings and telephone conversations, talked with residents in those communities, and researched everything regarding Holiday and its history. This is a prelude required to properly prepare to write any story - fiction or non-fiction. During the interviews I was constantly struck by a glaring fact - not enough attention is paid to the personality quotient of employment. The training requires newbies, with their varied backgrounds and expertise, to subjugate a lifetime of business acumen and play second fiddle to someone who is 'supposed' to instruct you in The Holiday Touch. When the trainer does not believe in the Holiday guidelines himself then the new persons are being improperly trained. This creates its own set of problems which is largely ignored by the company.
We hosted a manager couple who visited with us for a few days, staying in the guestroom. During conversations the couple, with a banking background, spent quite some time telling us that anyone who came aboard Holiday believing in the touch concept was in the wrong business and could not remain for any length of time. They stressed Holiday itself would end up firing someone who attempted to practice the touch instead of concentrating solely on the bottom line. Their stance was that Holiday is operating a feed lot concept which paid better than raising cattle. Perhaps a harsh phrase, but not without its own merit.
Worn Down is absolutely corrrect - it is a lottery! The prize can be worth the work, but the work itself can be depersonalizing and humilating to anyone unwilling to accept the mistreatment of the residents at the cost of the bottom line - and it happens quite often. Worn Down is also correct in the 'wide-eyed initiate' insofar as someone wanting to believe in something so strongly.
I consider myself extremely fortunate in my research because my son-in-law came up through the ranks of a major international hotel chain, presently handling almost fifty properties for them. Numerous conversations with him, and visits by him, were most helpful in my understanding the differences of corporate mindframe. I also recognize a difference in the applications as evidenced when Mr. Colson ran the company compared to the present mentality.
After close to 3 years we recently quit Holiday. The constant moving in a hurry, moving expense reimbursements being cut, resident care being put on the back burner, budget cuts, all of it finally got to us. One of the biggest irritants is the kitchen food and supplies not being ordered at the end of each month in order to bring the kitchen in at budget. We love working with the residents and we were very very good at our jobs. Now there is no loyalty from the company. No longer do we take care of the residents, now we only rent apartments to anyone who can draw a breath. Prices are going higher and higher and services are disappearing. No thanks, not anymore. Blue Light Specials are in control who have no clue. We had forgotten what a sunset even looked like. What we will do for a future job is uncertain but at least we won't have to feel guilty about being forced to lie to the residents who pay our salary.
HR doesn't want anything but 'Gypsies', we aren't allowed to have a life of our own. They don't want us to have property or homes to go back to. They do not give any consideration to free time of managers and co-managers, to any place for a hobby or project. Our days off we have to get away from our community which is expensive or hide in our apartment because residents search you out. Even sitting outside we are regularly approached for help when we aren't on duty. You are right about no loyalty and having to lie to the residents. We are also about ready to say "the Hell with it" - after almost 9 years and 7 buildings.
AMEN We did quit after 4 years and we also moved 4 times in 4 years and the last move we were promised a raise but it never happened(missed evals because rotation doors of RD's) The last place we were the staff was horrible and drove us out (previously went through 14 sets of co's in 4 years) employee managed. Then they denied our unemployment after 10 pages of reasons we quit and we are without a home and without money for 4 months. Didnt turn out like I thought it would after several months hanging in there without co's we still cant collect money we paid to the government for unemployment they still have us by the neck!!
If I may? I'm not certain exactly how to respond here. You obviously have access to a computer, but you write "...we are without a home and without money for 4 months..." What can I do to offer help? email: thefreebornman@yahoo.com
We sold almost everything to work for Holiday (including home)and as often as we moved for our RD we never bought another house and are paying rent for more money than a house payment. We have to find jobs and start over. We saved for a down payment but with the economy we have used most of that to survive. Just pray for us to find employment.
Please email me at toddharder@rocketmail.com, I might have an opportunity for you in senior living management.
THANKS Check your e'mail
You did a very nice thing! Thanks. You now have 'lebenty-seben' gold stars on your crown.
.......and that leaves your residents where? Was there any guilt associated with leaving them to the wolves? Yes, in plain language the company sucks now. The pressures are greater than ever, census which always was a priority has become a life or death issue. There is less and less money being allotted to resident activities, staffing hours and raises are being cut on what seems like a monthly basis and finding people to fill buildings during a bad economy seems like an insurmountable task. That is all the more reason for experienced managers not to quit but to dig in and use their hard learned skills to make the best out of a bad situation. The people who have the "touch" and have run their buildings through the happy Colson years need to ride the storm out for their residents if nothing else. Granted, Fortress knows nothing about the people business so they must either adapt eventually or drive Holiday into the ground then sell it off to somebody who does. The senior care/retirement business is only going to grow over the next 20 years. I can only hope that Holiday will persevere in one form or another and when it finds the right owners again, it will once again succeed. Until that happens, we should use what we know to provide the people under our care with the best personal touch we can muster under adverse circumstances. We owe it to our residents and to the memory of Bill Colson to do the best we can in spite of Fortress.
You obviously are a Regional Director (RD) the way you wrote this.
I have one question for you if indeed you are a RD:
How much more do you (HRC & RD's) expect managers and co-managers to do?
Holiday is not the "PROUD TO WORK FOR" type company anymore.
Don't you dare to bring up Bill Colson's name. That man would turn in his grave if he knew what has been done to his legacy. He would have fired ALL RD's in one shot and most of the area Directors along with them.
You state that the senior care/retirement business will grow over the next 20 years. I wonder where you think the current baby-boomers will get the money from to be able to afford living in a retirment home when companies like Holiday keep raising the rents with 10%, increase the 2nd resident fee to 600.+ p/month.
The baby-boomers did not live a frugal life style as today's seniors did.
Baby-boomers have 401K's and IRA's that have dried up over the past couple of years. Social Security will not cover enough of these expenses.
Furthermore and as I see it, why would anyone want to work in a industry where they are not being appreciated and paid far less than minimum wage.
Managers and Co-manager work harder then they have done in their entire life before they started working for Holiday. It is nice to quote "The TOUCH" but the way Holiday is pressing managers and co-managers these days is worse then slavery.
I have seen managers die "ON THE JOB" due to heart attacks.
And we are only talking about managers and co-manager but what about the rest of the staff in each building. Don’t you think all those people are afraid of losing their jobs because of the enormous drop in census in many of the buildings?
Then they see the “Regional Maintenance Director” show up.
Man talk about a bunch of lazy ass people who don’t do a damn thing. Those people are nothing but a bunch of backstabbing cheats. Why is Fortress not looking into that situation? Fortress is spending a massive amount of money on each of these guys and all these guys are doing is……..NOTHING. They are prima donna’s.
Common people, Holiday is done.
The only ones I feel so sorry for are the residents (and their families). Families of residents are stuck having to move their parent(s) again to be able to afford to live in a retirement home. Many of the current residents in many buildings are extremely upset.
I do not understand why the Fortress people do not see it.
I wonder how many of them have parents living in a Holiday or Brookdale building.
Many of you may not know this but Fortress also owns Brookdale.
No......I'm not an RD and neither my spouse nor I would accept the job were ever offered to either of us. As difficult as the manager/co-manager job can be, I still wouldn't trade in lieu of a job where you're constantly getting complaints from below and pressure from above. RDs are on the road constantly and like the rest of us, do not get nearly enough compensation for the job they perform. Not only that, they don't even get the gratitude of the residents that we get albeit on a sometimes infrequent basis.
I don't agree that Holiday is done. The "Holiday Touch" concept is alive and well and always will be with the individuals who "get it". The concept relies on people not money. Call me an optimist but I think Fortress will either adapt to us or sell us off. They're just seeing how far they can push the boundaries right now. The fact remains that from a consumer standpoint, Holiday is still the best value for the money.
You speak of other staff member's jobs being in danger because of the "enormous drop in census". That is a relative statement. While census company wide has taken a big dip, most communities have fallen far less than ten percentage points which in most buildings adds up to six or seven extra apartments being vacant. Budgets are still set for the year, there is a big push on census.....no one will be getting laid off anytime soon and in this economy that can't be said for many businesses.
So Achmed (or anyone else) two questions spring immediately to mind; What has been your personal experience with Holiday? My guess would be co-manager working under megalomaniacal managers and if that's the case I apologize on their behalf. There ARE still many good managers out there who treat their COs and staff with respect and equality. Massive egos on a management team no matter the position always spell trouble. The second question I might ask would be exactly where you do think these families are moving our current residents to? Their homes? That surely won't last very long; it's the very reason many of our residents move in with us in the first place.
The economy's poor all over the country, spending is down across the board and the retirement industry is no different. All our competitors are down in census as well. Are we suffering worse as a result of Fortresses cutbacks? Possibly, but given the current state of things I think it's hard to tell at this point.
I am glad you are optimistic, you will need that to survive in the coming months, but a couple of areas that you are a little behind in, a drop of 6 units per community at the cost paid for the company is a ton of profit gone for FIG, currently occupancy now at 79.3% and almost 700 scheduled move outs and only a little over 100 scheduled move ins- not pretty, oh- not all competitors are down, some are actually seeing an increase in occupancy, primarily because they haven't lost sight of how important sales and marketing is in a down economy- FIG certainly wasn't smart enough to FIGure that out, laying off the entire sales staff and relying on managers and co managers to perform tasks they are largely not qualified to perform. Good Luck to you, i wish you the best- but you really should have a plan B, funny- your screen name doesn't match your optimism.
Just because we're getting worn out doesn't mean we're done or close to leaving. One can be tired yet remain optimistic. Perhaps it's out of necessity, because even though I can absolutely detest this job at times, it's still the most rewarding and challenging thing I've ever done. I was very good in my previous field and still entertain an occasional outside job offer but have no wish to leave in spite of the prospect of easily doubling my income. Go figure.
I never claimed that FIG was doing well and in fact it will probably get worse before it gets better but it will get better. Fortress will make their mistakes, push their limits and adapt to a business that doesn't respond like a commodity to it's ministrations or it will sell us off. The concept of Holiday will persevere. It's just too good of an outline to let fail in sector that will only continue grow. Out of curiosity, where do your numbers come from? 700 out? In what time period? We have just completed another market survey of area competition and from all the reports I've seen thus far, nobody is doing very well in our region. As far as sales staff goes, you have me there. I had no idea that we even had a sales force. We've always done our own marketing as do most buildings that I'm familiar with. I do know that we've just created the position of Regional Sales Leader. Whether they can help census remains to be seen. As I've said, we've never worked with a marketer so anything they can do will be a plus.
I got the numbers from Holidays April 8, 2009 corp occupancy report, those number don't lie. bye bye Holiday, FIG will split up, gut it and sell off the parts.
Our Regional Sales Leader job came and went and it was nothing more than a reports gatherer and a rah-rah person. So too the Community Sales Leader position came and then was heard from no more. Now they are promoting FAM - Facility Guide to Active Management -- 1 duty manager and 3 marketers, plus on call nights. More work - no more pay.
My personal experience with Holiday is that my wife and I have spent 8 years of my life at Holiday in 5 different buildings plus helping out many other buildings, in the region, when they were without either managers or co-managers.
We have hired and trained many co-manager teams and send them on their way to become managers in their own building. Some of them are still managers in buildings around the country. I am not a dummy and I am glad you are happy with the Fortress situation, as apparently you seem to be. Trust me, your residents are not as happy.
The concept of the “TOUCH” is gone my friend.
When Fortress demanded the rents to increase by 10% and the 2nd resident fee’s to go up to $ 600.00 p/month in an economy as we all live in today, makes one wonder who can afford a monthly (in a lot of cases) of $ 600.00 increase?
If that is what you call the “TOUCH” then yes the concept of the “TOUCH” is indeed alive and well but for many of us who have worked so hard to get our building(s) to 100% occupancy it is a far cry from having the “TOUCH” these days.
To answer your 2 questions:
1) No need to apologize for anything or anybody.
2) The residents who are moving out are going to the competition or are going to a higher level of care or indeed moving back in with their kids since their kids lost their job and now the money these residents have been paying Holiday is now going to sustain the household of the kids. I would not be so fast to think/say that your competition also is dropping in census as fast as Holiday is. I also know for sure Fortress is suffering from all the cutbacks they made at home office. The most idiotic thing they could ever do at a time when they need all the know-how they can get. Do you think these “kids” at Fortress know how to run a retirement home? And yes… They are all “Kids“ working at Fortress, seen them and met them. Not much substance at all. All looking for the “big bucks”.
Holiday had good programs in place and they were working very hard at home office to make many things easier and easier for the people in the field.
Did Holiday make mistakes, yes they did. An example was that the region, my wife and I worked in, went through 7 Regional Directors in less then 2 years and that included many of the “BLUE LIGHT SPECIALS” I wrote about in a previous message.
That was one of the biggest mistakes Holiday ever made by hiring those idiots into the company and trust me, I am being nice.
I had gotten the wrong impression of your experience from your previous post, thank you for clarifying the fact that you actually know of what you're speaking. I believe that I've stated before that on certain points I'm merely playing "devil's advocate". Like any of the other managers who've been around a little while, we are not happy at all with the changes that Fortress has made. My point is that we need to make the best of a bad situation until it starts to change if only for the resident's sake.
There is no such animal as a six hundred dollar increase to current residents. Rent increases are not matching market rate increases. While market rate is 6 to 10 percent, current resident increases are, to my knowledge, still under 5 percent. We don't like how costs have gone up but again, for the most part, Holiday still has still one of the cheapest rates around for what we offer.
Concepts cannot die. A concept is an idea......an object of thought and just because it falls out of practice does not mean that it is dead, The "touch" is still being applied by dedicated managers throughout the company. The lack of funds or the failure of application at the corporate level does not kill the practice in individual communities. The fact that residents are unhappy by the budget cuts that affect their lifestyle is undeniable but that is when the managers need to step up and attempt to fill the holes in a creative manner. Complaining about "what was" will accomplish nothing. Dealing with "what is" and still keeping the residents happy is the challenge we face now.
Someone in a previous message on this blog wrote something really stupid about Bart Colson. I think he/she wrote “the idiot son” or something to that effect.
Well, let me tell you what kind of “idiot son” (as this person wrote) he really is.
He is 6.8 Billion richer, he took many of the bad buildings with him to XL and turned them around, he hired some of the best people away from Holiday and most important of all he is expanding his company in the USA and overseas. Now if you call that being an idiot I wonder what you might call Donald Trump or Warren Buffett.
Achmed
you are right, the idiot son did make some money ( a lot in fact), but not 6.8 billion. there ere a lot of investors, in fact Dan Baty at Emeritus took away more than Bart. Bart himself does nothing, he took some good people, yes, but he turned his back on some of the very best and only took those that kissed his super sized butt. In fact he took the buildings owned by the Hasso's because they owned 100% and did not wish to sell to FIG- and now, their occupancies are down. Don't worry, without, Bill and Norm to cover his a## he will decide to quit and drive his bently in cross country races. By the way- Donald Trump is a personality not a business man, and Bart couldn't wipe Warren Buffets shoes.
What is your beef with Bart?
Achmed08@yahoo.com
Achmed,
my beef with bart is personal, on a side note, when it comes to caring for the customer/resident I believe that bart's heart is in the right place, but when it comes to running a business, unfortunately that is not his thing. everyone knows that Bill and Norm sold that company because if something were to happen to Bill, bart would not be able to keep it going at the same level.bart would come in most mornings after 10am, depart by 3pm. diod not like talking to managers, did not like going to meetings, did not like much, his psycho gf Holly, was a constant distraction. He would rather deal with the pilots than anybody else, besides everyone knows that Sheryl ran the operations.
Dont know Bart Sheryl was AWSOME!!!!!!!!!!!!!!
Wow, I have the opposite experience with Bart. Caring for his managers and the buildings. Sheryl Bauer was the absolute best female management person one could ever work with. She was tough when it needed to be but a straight shooter and a class A+ lady.
This lady had class. It is by far the biggest loss FIG had to endure in my book. I agree, Sheryl ran the company.
My wife and I agree also - she truly is awesome!
We did about the same....
3 years. We loved the residents, but the current work schedule is unreasonable for the pay. It took you one day to recuperate after working 5 long days filling in for staff that didn't show up. You actually only had one day off.
What Holiday needs is a couple that works part-time on weekends and
fills-in on Saturday and Sunday --- two of your slowest days. That way the managers & co-managers can each have Saturday & Sunday off and be refreshed for the week to handle the job of MANAGER.
Pay the weekend couple $300 a weekend and the overall benefit to the company would be good marketing and better resident relations. THey can stay in the guest room. Even if this was done once or twice a month, it would be a relief for the managers & co-managers so they can do their actual job of managing a building...
The present system is just not working.
The problem with Holiday is -- it is too BIG. Everything you do is multiplied by 300. For instance, hiring a weekend couple would cost each
building about $15,000 a year.... but it would cost the company $4.5 million. Sometimes when you get too big, everyone suffers when you want change.
Even a $2000 a year pay raise for managers and co-managers would cost Holiday $1.2 million.
Holiday would be smart to pay commission to managers who rent an apartment.
Say you rent a $2500 a month apartment ---after 3 months of paying rent a commission of 10% can be paid..$750.
$450 to the managers and
$300 to the co-managers ( after they have worked for the company for 6 months).
What an incentive ?
Would it make you try and rent an apartment each week ?
Say when a building hits 95%..A 1% monthly commission is paid and divided.
Say the 1% totals $2875 that could be
$1675 for the manager and $1200 for the co-manager.
A great incentive to market and rent an apartment.
This would not only boost moral, but create a tremendous increase in census....increase in total revenue for Fortress and people wanting to keep their jobs because of an incentive.
Right now there is absolutely no incentive to work hard other than a
regional manager yelling at you for increase the census.
Right now you don't even get a Christmas bonus or holiday party.
The only extras you get are many a few more meatballs when the menu item is spaghetti & meatballs.
Holiday needs to revamp things to make the company more profitable and for people to want to work harder and more efficient.
Would you think differently if you were asked to make cookie drops with the potential of earning a $300 bonus for renting the apartment?
I KNOW I'M DREAMING ...but would you work for a company that offered the above ???????
When we attended our annual district meeting, one of the seminar sessions morphed into a lively discussion of the high turnover rate of co-managers. I suggested [as mentioned earlier in this forum] that all manager candidates could be subject to some sort of personality/preference testing, such as the "DISC" inventory that we had all done prior to Leadership Training in Salem.
I had been amazed early-on that this was not part of the interview process.
Using the 600 or so current management couples --of all stripes-- as a baseline, it would not be long at all before HRC, or a professional HR contractor, could easily "analyze and predict" potential successes vs. failures among candidates.
Once the system is in place as a dependabl pre-qualifying tool, Holiday could attract better qualified candidates by reducing the probationary period. As we found in our co-manager recruiting efforts, the six-months-before-health-coverage was THE killer in landing some great candidates.
There are a lot of great tools for professional recruiters. Sadly the process at Holiday is not based on professional HR technique. The process is more "throw it against the wall..see what sticks". The normal process is to quickly review candidates, send them to a facility for a cursory overview with a management team. It the couple still looks promissing, the RD will meet with them and likely make the employment offer. This approach gets lots of people to first base (hired) without realistic expectations and understanding of what is in store for them. What happens next depends on the existing management couple. Do they have their personal act together? Or are they a damaged couple left to dump their psychological pathology on each new set of Co managers?
To all you Holiday people, it is time to wake up and smell the coffee! Holiday is dead and dying, 79.9% overall occupancy, when only 4 short years ago it was 94% Don't blame it all on the economy! The best and brightest of Holiday left long ago and don't pray for Bart Colson to come to your rescue- he is no Bill Colson, actually he is the "idiot son"
I recall Jack Callison's statement that for every one-percent (1%) drop in census across the board it translated as one million dollars loss.
Actually, every 1% is approximately 1 million dollars in revenue per month lost, and the real loss comes in the market value of the company. Fortress, showing great foresight paid 7 billion dollars or approx $190,000.00 per unit for a company that in todays market at their occupancy rate would be lucky to sell for 2.7 billion or approx $90,000.00 per unit. Of course hiring people from failed retail and a CEO from multi-family won't help- these people do not understand the business, they do not understand the customer- they only focus on the dollar. Sad, a once great company that will be all but forgotten in the very near future.
BOO HOO they deserve the loss because we lost something we loved also the lifestyle
Mr. Charles
I am astounded that someone would actually be truthful about Holiday and their problems. My parents have been in a Holiday Retirement home for over eight years now - and we are taking them out of there. The expense of their two bedroom apartment has become so cost prohibitive it is now more economical to have them in a nursing home. Both of my parents are in their late eighties and still very active. Both are mentally alert and able to care for themselves in most conditions. Although the home is touted as Independent Living that is a misnomer. Three times now my parents have been hit by electric scooters (mobies) in the dining room. One of their major complaints has been the managerial turnovers. As my father states it is idiotic to continually move managers in and out of a building when they are doing their job and liked by the residents. What kind of upper echelon allows such? When the service promised falls to such low levels and the price rises to the present cost then it is time to take matters into our hands. At some point someone with authority may realize how bad things have become. When my parents moved into their apartment they were promised that a ceiling crack extending from the living room to the kitchen would be fixed. It is still there. That is just one example of the lies we are tired of. Thank you so much for this blog. We finally have a chance to speak our piece.
I am appreciative of your comment, sir. I agree - it makes no sense to most of us for management to be a continuous revolving door situation. Insofar as this blog, Holiday is (and was) aware that I would be writing about our 'Holiday Experience' from the beginning. When my wife and I did the 'cookie drops' we were often in shock at the beautiful homes potential residents lived in. We would have to be dragged kicking and screaming out of some of those homes. It would be less expensive to hire caregivers and even someone to 'live-in' than to move to a community from some of those literal mansions.
As far as 'Independent Living' I also agree it is not accurate - basically, it boils down to fill the apartments with anyone who can pay the rentals. My wife rented an apartment - everything was signed and money was paid - then the gentleman died before taking possession. What the family had to undergo in order to get any monies back blew our minds. It literally took the threat of them going to the state Attorney General and possible media publicity before the company decided to give any money back. I am not aware of regulations in your state so cannot offer any suggestions, but would strongly advise to first contact the Regional Director of your area and call either Human Resources or Resident Relations at the home office if the RD does not help you to your satisfaction. The managers of the community will have the numbers for you. Good Luck and please keep us posted.
Fortress announced today it will not pay a dividend for the first quarter of this year - the third consecutive quarter of dividends not paid.
Does anyone wonder why?
APRIL FOOLS (just kidding)
Looks like those bundled sub-prime derivatives are coming back to haunt them big time.
FIG will be doing the haunting soon, they will be a ghost a zombie and soon forgotten they are not too big to let fail.
Last weekend we had occasion to host a few acquaintances at our house. The main topic of conversation was Holiday and its effect on present and former employees. I won't cover the entirety, but will touch occasionally upon a common thread brought out by numerous people.
Let me preface it by relating a brag made by a Manager of a community: "I have never had to fire anyone. I just get them to resign."
One of the prime concerns of a community's staff, from Chef to dishwasher, is how a new manager will affect their jobs. A new Manager couple arrives on premises and immediately begins to replace existing staff with employees they want to bring with them from other communities they have managed. Yes, it does happen - and more often than you realize. I, personally, know of a situation where a new manager took over and the first words out of his mouth were that he wanted an employee he had worked with someplace else to work with him at the new community. He then stated the present employee had to be gotten rid of to make it happen. And it did happen, in just over two months. What he did to get rid of the employee was wrong (in my opinion), but it worked.
The staff in place have a legitimate concern, but the residents also feel the same concern. When new managers arrive the personality factors can often be devastating. Instead of initiating new changes slowly, allowing residents to get used to the change, usually a series of changes occur. These changes can be as simple as moving the menu board to a different place, but to the residents it is a major thing to cope with. It is extremely traumatic for the elderly to constantly 'lose' people they come to care for. Then they must cope with how the new 'bosses' will treat and interact with them. Job security (yeah, right) go out the window on a whim.
I recall reading about the six-time FIVE STAR community in Canada in the magazine put out by the company. I believe the managers and co-managers had been there ten years together. Now that is a good team effort. Yet here in the states it would appear the company does not wish for this type of team closeness.
On a different note: I received an email inquiring why I am doing this blog and if it was in hopes of returning to work for Holiday. By re-reading the blog I think anyone can realize re-employment is not our goal. My wife and I are, quite honestly, in rather an unusual perspective. I am a reasonably successful novelist and writer, we both receive our old-age social security, and are receiving a retirement pension from an international company. Our investments haven't all been decimated - (cross my fingers in hopes they never are). Early in our employment with Holiday we found a 'getaway place' for our time off, going there on a regular basis and setting it up for our comfort. We are about 1 1/2 hours from salt water, on a river/lake, with a private pier/dock. We can take our small boat out fishing at any time. When we decided to leave the company we did not have to move back to our home over 800 miles away - we moved only about 55 miles.
OK - now comes the logical question. WOULD, not could, we return to employment with Holiday? As the company stands now I would have to answer an emphatic NO! What we experienced and observed with the company not only showed us why they have gone downhill but crystallized the reasons we, ourselves, would not live in a community. Until, and unless, the CEO puts the residents at the top of his primes then the end result is irrefutable.
The main reason for this blog is quite simple really - my wife and I care. We care about the residents. We care about those who work for - and live in - Holiday and its communities.
DL, would your feelings be different if you were offered the Manager position at a community? Would you have left had you been made managers? Unless I have missed something here, you suffered most of your time like we all have in the co-manager spot and never actually got that carrot long dangled. To play devil's advocate, I have to wonder; Would you still be there? and if not, wouldn't that be going against the well being of the residents in your community? To all the respondents who are considering leaving Holiday for a multitude of very good reasons; What happens to your residents after you leave? Isn't this still about the residents at the Manager level? At what point do we draw the line for self sacrifice? The job itself has been and always Will Be about self sacrifice. My wife and I almost consider it a moral obligation to stay unless they come to drag us out. We'll stay on as long as we can if for nothing else than stability of staff that the residents deserve. We can still do everything in our power to make the best of a bad situation..........who knows what the next managers might be like?
Which brings up a response to Anonymous:
4 moves in 4 years? I've never heard of an RD moving people without their consent. Sounds a little like "the grass is greener" syndrome. Also; 14 sets of co-managers in 4 years? Aside from the math not adding up, that's an awfully high ratio to blame on chance. That in addition to your comment on "the staff driving you out" makes me think that perhaps a look in the mirror might be in order.
Very astute questions.
OK - let me attempt to reply. Would we have made managers - a definite yes applies here. But my wife and I, early on, had a 'meeting' with the upper echelon of Holiday and were offered a tempting future. Believe it or not, we considered remaining for a few years as co-managers only. As COs the bullseye isn't on your back. Had the company honored their agreement for us to remain at our community we probably would have stayed. Since the agreement was broken the rest doesn't matter.
We were in position to advance to managers per our RD - if we wanted it. Doing the simple math gave no monetary reason to become managers - a co-manager makes $455.00 weekly and a manager makes $500.00 weekly (except for California, which is about $19,000 higher per couple yearly). That works out to $9.00 per day and another bedroom. IF all criteria is met the bonus potential is around $12,000 yearly for managers and $6,000 for COs. But yes, we did consider it.
One of the things we both have had to undergo has been the 'deprogramming' of the Holiday Touch. You know what I mean here - at night you are awakened by a sound and you are up, dressed, and heading for the office because the E-call went off - even though you are off work and in a hotel somewhere. Even in a department store we still react to an alarm for a split second of "E-Call". Those type of programs embedded in management have a Pavlovian concept and take time to disappear. I must disagree with you insofar as our 'suffering most of our time'. Neither of us consider that we 'suffered' in any way.
Even now (after three months) we talk about, think about, laugh about, the residents and situations we had. My stance is quite simple, actually. The residents rule! Or, at least, they should. What tipped the scales for us was the lack of care and honesty displayed by the company toward the residents. The constant lies was another. By lies I am talking about the 'excuses' put forward to residents when management or staff were transferred or terminated. Admittedly the rationale was of no pertinence to residents, but to deliberately fabricate stories which people knew was false and expect them to believe was stretching it. The residents, in most cases, are only old - they are not senile.
I will ask you to realize that my wife and I entered into it with a three-fold agenda. One was because of our age we were 'considering' our own retirement to possibly include residency in a community. Secondly, when we initially researched the company the concept struck a chord which we could relate to and I felt could make a good story. Third, my wife was pretty adamant about having me either retire or slow down due to having several strokes in late '07 and the resultant carotid artery surgeries, and yes, I have managed to overcome most of the word association problems experienced by those strokes.
During the research for my story I was told on many occasions by long termers about the 'early days' with Bill Colson. Numerous stories of how the early communities were run by volunteer managers, of how and why the pay scale was revamped a few years ago, of 'the good old days' when the company was purportedly the prime, all went into my files. You state "... who knows what the next managers might be like?...". That is true, but once a manager leaves a community the stance is to concentrate on the new site and put the previous community behind you. My wife and I didn't think we could do this. The residents became an extended family which we took into our hearts - and one cannot just turn-off that degree of involvement - it is what made Colson's Holiday the best of the best. Co-managers can still spend more time with residents than managers can - it is the nature of the job - and to us that was important.
I also will tell you this is another first in my professional career. Never have I been unable to separate the emotion from the story - until Holiday. You stated "...The job itself has been and always will be about self sacrifice. My wife and I almost consider it a moral obligation to stay unless they come to drag us out....". This puzzles me. Why would a person work any type of job which demanded a self-sacrifice factor? Most people work for the financial rewards and/or the love of doing something they are good at. If one desires a sacrifice factor usually they volunteer at a hospital or hospice.
I gave considerable deliberation before deciding to set up this blog rather than writing a 'usual story'. Here I must state I am glad I listened to my wife about it - your comments are sufficient positive proof of that decision. The usual story would have prevented an interaction factor which is being done now. If nothing else comes out of this it will be worth it just to have the different thoughts exchanged by those who join in. Holiday will benefit because of, and from what, the contributors post . Yes, they're reading it, just as they are reading Rob Bell's site on Facebook. The blog is set up to protect the confidentiality of those who comment so they can do so without concern.
Check the latest 'burn-out' graph memo. Let me put forth the possibility that the high turnover rate is not 'burn-out', but is a 'P.O'd.' response.
You state "... We'll stay on as long as we can if for nothing else than stability of staff that the residents deserve."... That is a very powerful sentence/statement! Holiday is very fortunate to have you both! I applaud you.
What dosent add up the previous managers did go through 14 sets of managers the RD called home office to confirm these numbers. We thought we moved to help where needed and maybe move up in the company someday because we did meet our goals census,resident satisfaction, budget etc.. but with the shortage of community managers that is like winning the lottery. We did consent to move for the belief we were helping where needed. Do you know the average number of times a manager moves, I have talked to quite a few managers and 4 is not too out of the average. Like the average life of a manager was what 2-3 years and getting less!
At our community our first set of managers had just become managers a few months before (now terminated). Our second set had returned after a several-year hiatus (managing storage units) and were sent to three different buildings in less than six months before coming to us - now four. The third set of managers have been in more communities than I would believe possible. It happens frequently. Now how can residents get to know them and, more importantly, trust and depend on them in such a short time - and how does it help census to move them so fast?
I recall one set of managers saying, "All we have to do is pick up that telephone and call the RD. He will have co-managers's bags packed and they will be out of here so fast. I'm talking hours here, not days." Certainly makes a newbie feel reasonably comfortable to hear this.
Exactly thats how the previous managers DID go through 14 sets in 4 years it adds up fast. DI was seeing that coming also in their experience. I went through 2 sets in 6 months after that.1 set read the paper, ran for mayor and poured coffee the next set had all sorts of health problems they should of rented a apartment they needed help.Nobody to take their place so RD kept them for awhile to give us our days off. We quit then 3 - 4 weeks later they got fired. Is it starting to add up? Do the Math!! Worn Down
Hey Worn Out, what have the suits at Fortress sacrificed? What have they done for the residents? A cruise for two? big deal. Why don't you tell it like it is, in this economy you probably can't find another job. I know there are exceptions, but it is well known that Holiday now employs the mirror test when hiring new managers- you remember, if they can fog a mirror they're hired! Unfortunately they also have to do that with a lot of the new residents coming in, which accounts for the high rate of move outs. Dl and Anon, good for you controlling your own destiny!
Absolutely,, Its hard leaving your residents and staff and from previous managers this can take time to get over but life goes on.
Oh yes the mirror!!!!!!!!!!!!!
Do you know about the mirror?
Read dont be stupids comment!!
Here is a story from The Columbia Tribune you might find interesting.
http://www.columbiatribune.com/news/2009/mar/05/retirement-community-cashes-in-on-dead/
The story is also carried on the AARP site.
Here is a follow-up to the above story. They got part of their money back, but it took a state's Attorney General Consumer Protection to get it. The bad publicity ripple effect from this will follow Holiday for years, plus a minor red flag at the AG's office.
http://www.columbiatribune.com/news/2009/may/02/columbia-retirement-community-backs-away-from/
Holiday made us do this also and I hated it. If someone raised a stink about it I would not add to it like John Jones did I would have them talk to home office I wanted no part of it and it is NOT in the contract
It would appear the management team never went over the rental agreement with the resident. We always took the time to explain everything -- including the fact resident's death constitutes written notice on the date he passes away.
Of course, as they say, "that was then; this is now." Then we would have merely deducted the unpaid prorated 21 days' rent from any refundable deposits. Now, I understand, there are NO deposits refunded as all up-front moneys are tagged "community fees."
Weasels!
Another point to ponder is why Holiday is advertising everywhere on the internet for workers when they just let so many go. Jobs.com, careerbuilders, monster, etc. - all list jobs with Holiday Retirement. It does make one wonder whether the employees who were let go were 'picked' for some reason, instead of a blanket downsizing.
My husband and I are *finally* managers. It has been a long and sometimes unbearable road to this point, but we made it! We are looking for Co's and scared because what are we going to do until we find them? Our building is huge and our census is actually very good, comparatively speaking. We have a set that is leaving. They were not cut out for this job. No one on the staff, us included, is very sorry to see them go..but, they were bodies to pour coffee so that we could have some time off. That's pretty much all they did...pour coffee.
We are feeling the Fortress pressure, just like everyone else. We are hanging in because of the residents and the fact that we are good at what we do. A friend of mine once joked to me that this is more of a vocation than a job. They're right. It becomes your whole life. There is good and bad attached to that. We do love what we do, though. It's just so exhausting and all-consuming.
There is a new position in the company. VP of Human Capitol, is I believe what they are calling him. His sole purpose is to recruit and retain talent for the company. I am wondering how this will affect us, if at all. I suspect that this position is Fortress' answer to all the negative writing on the internet about us from current and former Holiday employees. It's tough finding new Co's. As soon as you tell them the name of the company, most of them back out. I hope that the "retain" part of the job description will mean something as well. I hope, but I do not have much hope.
We are very close to our residents and every day they beg us not to leave. When we were promoted, they cheered and clapped and hugged us. Where else can you get that? They tell us that we are the best that they have had in years and they fear that, like the other good ones, we will burn out and move on. I fear it, too.
I think that either Fortress will have to level out with some of their policies or end up selling us off. They cannot continue forever with the business plan they are operating under. However...every similar community near us still charges much more than we do,often with even less in the way of services included in the price. Maybe that makes us a lucky building because our competition becomes the less viable choice for many seniors in the area.
We worked very hard to get here and, for now, we are hanging tough.
I am feeling burned out, though, and I am curious about the "'burn-out' graph memo". I have never heard of it.
To all of you on here who are still trying to make the best of it, I wish you luck!
My compliments to you - what a well-structured comment. Congratulations on making managers.
The burn-out chart shows Managers, Co-Managers, and Chefs working for the company and breaks it down from zero to six months and six months to one year. The last one we printed out had a variation of between forty percent leaving in six months and almost sixty percent before one year. I believe it is on the portal.
You may have noticed I shy away from names on here, but I will make an exception. As stated in the beginning, my wife and I were determined to 'Get To Oregon'. Once we did and spent the week there we met individuals who amazed us. Denny Nutter and Nancy Hewett stand at the top of people we will never forget - they are truly wonderful people. We had already met Dave Andrews prior to going to Oregon, but it was even more pleasurable to see him in his 'domain'. Rob Bell is another who impresses with his caring. And anyone who reads this blog already knows how we feel about 'Ruellene', our Faith-Saver. Zak was, well, Zak - that about says it all. He is extremely motivational at any meeting. The list goes on and on.
I understand the Oregon trip is also a thing of the past now - how sad.
Permit me a slight self-deprecating chuckle here - while at the Leadership Academy week in Oregon, during the mid-day meals served to us I noticed the hotel waiters were serving the coffee and tea. On a whim I had the head waitress bring me pots of coffee which I then used to serve everyone in the room. The shocked look on everyone's face as I approached the tables offering "Regular or Decaf?" was priceless (especially those working at home office). My wife and I still laugh about this.
One of the things which I believe causes more 'walk-aways' than anything else is the total lack of respect and company loyalty to people they hire. You may not completely understand the following, but it might help. A full staff meeting was called in a community by the RD. Everyone was packed into the third floor chapel and the topic was RUMORS! During the RD's talk he related this: "If an employee sees Susie, another employee, steal a purse from a resident's room and that employee tells anyone about Susie stealing the purse - that employee will be immediately terminated for spreading a rumor." The RD was asked, "Well, what if Susie actually did steal the purse?" His response was, "It makes no difference whether she did or not, the employee who told about it will be terminated immediately." This puts everyone behind the proverbial eight ball. It throws honesty totally out of the window and creates a fear of its own.
In no manner will I ever detract from the 'Good' people who work at and manage any Holiday community. Most of them do so because they, like us, believe in the Concept and put it above everything else. This I respect. The fact that my wife and I no longer work for the company does not change the love and caring we feel for the residents, for the staff, and for those at Home Office who work so hard to keep it together. With three hundred communities being staffed expect to have some 'bad apples' in the barrel to weed out. At some point I hope to get into the psychological factors of why people adhered to, and related to, the "Bill Colson" aspect which built the company. Without the bottom line there can be no company. In my opinion what Fortress (Callison) must learn if they are to survive is how to use their 'apartment rental' mentality in relationship with a 'people lifestyle' actuality.
Holiday touts they are preparing for the Baby Boomers, but are they really? The BBs will not accept living in a community as it now exists. They are high-tech, computer oriented, sports minded with their big toys, travel oriented world-wide, and credit card raised. They will be more lounge gathering, big screen get togethers, and wireless everything.
Hey dl, where can I find this "burn-out" chart?
Standard sized sheet - line graphs show months and percent of Managers, COs, Chefs having left service - different colors for each. I believe it is on the portal.
since we can't get to the portal anymore -- can anyone get us a copy of this graph?
If Charles can't do graphics here, we can post and upload anything to the recently mis-maligned Google group site (see Files).
Note that only the member who posts a file (or a group manager) can remove it.
Holly Turd, please go away. No one is going to Google so PLEASE stop trying. This is the only site where people feel safe. We don't need Google.
Thank you.
You're welcome.
I agree that Denny, Nancy, Dave and Zak were good teachers of "The Touch".
It is really sad go hear about all the managers & co's that are leaving the company. In order for Fortress to succeed they must fix the management instability problem. It seems to me that many managers are just out looking to put the blame on co-managers. I thought everyone was a team and they would teach each other. Many managers have the view that they are the ultimate dictators in the building.
I agree also that Dick Glaunert is a very good District Manager. Dick is a former K-Mart person. With that know, I must ask who is hiring all of these Blue Light People ? Where is Dick located now ? I know for a while he had the East Coast from The Carolinas to Maine.
Every time I talked with someone at Holiday they tell me horror stories about their RM and the continuing saga of co-managers getting fired or quitting.
There seems to be ZERO leadership training within the company. The attitude seems to be -- hire a couple to pour coffee and cover for me on my days off. There is very little effort from RM's and some building managers to make co-managers successful. Luckily we were trained by 2 managers who taught us everything. They were great ---and by the way have quit. Our problem was the next 3 managers just wanted to run things "their way" and resented us making suggestions. To put things bluntly --- Holiday or Fortress needs to rehire many of the former Management Team members because they are the ones who had the company running at its best.
We also went without co's several times and its not we are hard to get along with, I have staff and residents cards filled into manila envelopes!! Then when you do get them you are tired from your days on end then you have to work more to train them then they thought the job was to pour coffee answer the phone and manage staff so they quit and you start all over in 4 years we did have 2 buildings that were pretty secure so thats 50% of the time.
We rented a apartment just a apartment and there were 4 people in the lobby when we walked in to help. (4) how many hats do you wear with 2 or 4 people?? I held out as long as possible for the residents and MY family time was almost non exsistent and all the sudden all this time was gone but I am getting it back and its wonderful!!!!! Dont get me wrong I did love my residents and staff they were my only family and friends while working there because that is all I had time for
Tired, we are joimimg the company and feel that we can do what in needed to become managers someday. We are very hard worker and do not have very much personal time right now with our jobs. We are wondering if you can tell us if it is really as bad as some of theese people are saying, Is it the time that is needed out of your own time that makes it hard It does'nt seem to me to be all that bad.If you pace yourself you won't burn out, If you are truly doing the job and haveing fun with it.
What realy is the problem? Co's are leaving For what reason? Why do they call them co's and not asst. Managers? You still get some time off don't you an afternoon here or there? A whole day here and there. Play a round of golf and go back to work, Am I missing something something? Everyon I have spoken to has been very friendly and happy. although I did speak to a co the other day and they seemed to be kinda stressed because I asked a few questions about if they were going to become manages after all they have been co's for almost a year. I think my wife and I will be great at this and we are optimistic for our future here. Are there question we should be asking the managers or co managers? Does the cmpany give you the right tools to do the job? I know I have a bunch of question but i am not happy with the way and the tone of some of the comments being made about this company. Even the way DL titled this blog kinda sounds lkie a cult like atmosphere, you know what I mean?? Don't get me wrong I think it is great that he has this platform for people to vnt and speak their minds. Agree? Thanks for your time.
I deleted the 10:50 pm comment as it was a double post. I hope 'Tired' responds to you. Thanks
It is called a Co-Manager because you are purportedly part of a Management Team and not an 'assistant' in the usual definition of the word. A lot of the new name badges now have "Name" and "Management Team".
Standard work schedule for Cos:
Tue - 11:30 am to 7:30 pm - on call
Wed - 7:30 am to 3:30 pm
Thur - 11:30 am to 7:30 pm - on call
Fri - 7:30 am to 7:30 pm - on call
Sat - 7:30 am to 7:30 pm - on call
Sun - 7:30 am - off rest of day
Mon - off
The schedule is subject to change as needed, but that is the standard. As far as questions - what is the average number of E-Calls per week? Census? Staff turn-over? Remember - part of your job is to fill in when someone does not show up to work and a replacement isn't available. If one set of managers smoke and the other does not - can be big problem. If one set is very religious and the other isn't - bigger problem. Do the managers 'work' or do they 'manage' and use you as an indentured servant? Ask what the manager's stance is regarding 'write-ups'. Most managers use them properly, but some use them as a weapon of intimidation.
And yes, there is a 'cult-like' factor involved. It is the belief in what you do and the degree of caring for the residents which causes you to put up with things you would not ordinarily tolerate from a job/company - and you do so completely because you care and worry about the residents. The 'secrecy' of the community and the company will be something to deal with.
It is the most personally and emotionally rewarding profession my wife and I ever did - and the rewards are the residents. There will be many times you will feel completely isolated and wondering why you ever got into this. That feeling will pass. One single resident grabbing your hand and saying 'Thank You for being there' makes it worthwhile.
In most communities the co-managers live on the first floor in a one bedroom apartment. That apartment opens directly onto the dining room. When you open the door you feel like a deer caught in the headlights - everyone is looking at you. You will hear the residents talking in the dining room - and you will think they can hear you in your apartment. And you will begin to use the 'peephole' in the door - trust me on that one. When you cook BACON in your apartment prepare yourself. The odor goes out into the dining room and the residents start to salivate - (they generally get meat twice a week at breakfast - two pieces of bacon average). One other thing - if your community has the wall bank with the buttons for each apartment, and is hooked up allowing you to speak with the residents in their apartments, it also allows the managers to listen to you in your apartment. Simple to have it shut off, but managers were caught eavesdropping on residents and Cos.
We averaged 8 1/2 miles per day walking distance inside the building (usually in a rush) - verified by wearing pedometers. Be prepared to work the above schedule at a minimum. If you are the only Cos, depending on your managers, you may work seven to ten days straight through - round-the-clock (including on call) - or longer. The managers will do the same for you. The company recently began a Regional Training Community for each region. If you get one of these it will make the process more informative and easier. I will offer one final item at this point - learn the guidelines/rules better than the people who wrote them and learn them well. You will sign a piece of paper stating you are in charge when the managers are gone. You will have the authority to make decisions for the company when you are in charge. That authority will be "Monday-Morning-Quarterbacked" under a microscope if you have occasion to need it. Be certain you read everything very carefully on that form.
Good Luck - enjoy! Please keep us posted as your service progresses.
The work Schedule is generally correct with one exception:
The Sunday 7:30 Am is not correct.
As soon as the managers get on duty on Sunday at 7:30 AM they are to switch over the phones immediately so that the co-managers can sleep in.
At least that's how we did it for our co-managers.
If your managers did it the way you wrote above then they were wrong and your Regional should have corrected this upon finding out about it.
Please make no mistake here, co-managers has the right to tak to the regional director when they need to to.
We did when we were co-managers in training and it turned out our managers were alcoholics and we turned them in. They ultimately got fired but then again, we used to have fantastic Regional Directors. I said Directors because when we started at Holiday, the Regional Directors were a husband and wife team. Holiday made the mistake (in my opinion) of taking away a layer of management and that is when regionals became one person. That was another mistake the "old" Holiday made.
While we were managers, we encouraged our co's to call the regional with whatever complaint they might have and could not be resolved amongst us.
Sorry but had to correct this.
It sounds nice, but in actuality....
Although the schedule is supposedly 'standard', in our personal experience it never ran that way. Example: I had to return for a second surgery on my neck to remove cancer they missed the first time. We were due on-duty at 3:30 pm that day and I spent from 6:30 am until 2:00 pm having the surgeries done - checked - more cut away and checked - and again even deeper - until the doctor and lab said it was all cancer-cell free in the surrounding area. Ended up with just over a four-and-one-half inch cut across the back of my neck which was bandaged and I was released. Upon returning to the community we were told our shift started on time. I could not take any pain pills or meds ordered by the doctor because they would make me drowsy.
The managers, twenty years younger than us, were 'tired' and wanted off. Thank God for my wife! She carried the weight for both of us the next few days - allowing me chances to take short breaks and even a short nap here and there. It was Sunday before I could take any pain pills. Try carrying both coffee pots, or the serving trays, when your neck is swollen and bleeding under the bandages (ruined a couple of expensive dress shirts). The RD came in a couple of days later and immediately told me I did not have to button my collar - I could wear the tie loose. He was ticked.
Our schedule for the first couple of months had us scheduled sixty hours - HR made the managers cut it back. Since the Chef came in just before 6 am - we were always up at 5:30 am to make certain the door and office were unlocked. Many times we had to let workers in because the doors were not opened. In our time at the community I can recall only about three Sundays when we were allowed to leave a few minutes early. Managers usually never showed up until just at start time.
When this reaches the point at which I begin writing from my journal you will probably not believe what you read. Do not misconstrue - it was not 'Holiday', but it was human ego.
Looks to me they were a bunch of assholes those managers. Pardon the "french" here.
I am sure there are many many of such horror stories as it is very difficult to blend 2 different couples to work and live together.
We were very fortunate in that we had several wonderful co-managers and we had a lot of fun. It showed in the occupancy.
Sorry Charles for what you had to endure especially after a surgery.
I am sorry you had to go through that and there are alot of those horror stories out there no teamwork without wining selfish co workers. I know of a set of managers he had a I think brain anurism and she was told by the divisional they had 5 days to get out as he was in the hospital. TOUCH HUH!!
That's completely outrageous. I've heard dozens of horror stories about power-mad managers but that one takes the cake. The worst we've ever had to endure was a couple of weeks alone while managers took unauthorized time off or starting at 7:30 am when we had just moved to a new building 6 hours before.
Unfortunately, there are probably a multitude stories out there that could rival yours though I can't imagine many topping that one. One of the things that's always confounded me about the kind of managers like you had is their lack of compassion. They must have had it at some point in their career with Holiday.....why else would they have lasted long enough to become managers anyway? My wife and I have long speculated about just what pushes those types of managers over the edge. So far the best we've been able to come up with is that neither had ever held much of a supervisory position before and the power makes them mad. I place the blame for that squarely on the RD. In addition to being able to read and manipulate numbers, a good RD should also be able to do the same with people. The problem for them is that there are not enough qualified people to choose from.....an age old problem for Holiday, not a Fortress based one. The pay is simply not there to attract qualified couples with time proven skills. (I hate when I argue with myself) There's also the unknown quantity of not knowing how a couple will react when put under pressure. I've personally witnessed a seasoned co-manager couple's descent into manager-insanity over the course of 8 months. Having listened to them go on about what great managers they'd be then watching them crash and burn with no self awareness was a surreal experience. Better management at the grassroots level is a problem that will always plague Holiday as long as it operates under it's current construct.
A note about the 7:30am Sunday comments: The worst we ever had to do was take the phone calls and meal orders that came in before 7:30 and pass them along. In every building that we worked in, the chef was trained to unlock the front doors, open the office and start the coffee. The couple on duty for any day didn't have to show up before 7:30. We never had to leave our apartment on Sunday morning unless it was for an e-call. You folks really got a raw deal even by Holiday standards.
In our experience, the Sunday AM comanagers' schedule you describe would have been nipped in the bud. Neither our Regional nor DM [both former K-Mart BTW] would have allowed it once it was reported.
Incidentally, I think the "Blue Light Specials" are being painted with too broad a brush in this forum.
On the Blue Light Speicals we agree - I can immediately think of three in particular who are, and would be, a boon to any company. KMart lost diamonds when they left.
In Canada, my Co-Manager cross-over days are 7 am to 3 pm and 11 am to 8 pm ... and the full days (Friday and Saturday) are from 7 am to 8 pm.
Just an FYI ...
I know that the job market is tough, and you have to do what you need to for survival, but don't count on this being a long term engagement. Other than being promoted to Manager, there are no other opportunities for you for advancement.
Try taking a extra day off you built up RE: vacation or sick and watch your so called team squirm when they have to work double time that is why we left no family time or restful vacations
In response to "beewildered"
I am really sorry that it has taken me so long to answer this post. Consider it a testament to the insane amount of hours that we have been working.
Yes, sometimes it can be bad. You are working where you live..and the staff and residents are, of course, aware of that. This becomes especially difficult when you are the Manager. Expect knocks on the door when you are supposed to be off. It can be very stressful and you will end up doing things that you, more than likely, were never told about during the interview process. There are also so many personality factors to consider. You will spend SO MUCH TIME with your spouse. I have seen people really crash and burn because of that fact alone. You also need to get along with the other managers. Some of what the people here have written..regarding the egos and managers going power-crazy are true. There is also the obvious pressure of a bad economy. Seniors are hanging onto their homes longer because they cannot afford to let them go for too little. The fear of running out of money is a very real thing. You may need to get 20 years of rent out of that house sale. The pressure is on to get those move-ins anyway. It is a business, after all. They did not buy us out of the goodness of their hearts. We need to show a profit for them.
All of that aside...it is a very rewarding job. The residents are amazing and you get to be a big part of their lives. We are a community...a family. I have never been more exhausted from a job, but I have never been more fulfilled either.
Why do so many Co's leave? The reasons vary. Some cannot handle the stress on their relationship. Others cannot agree with their Managers...some of their complaints in this area are valid, some are not. Some get impatient for their own building. Even if you are ready to move up (in your RM's mind) it does not mean that you will right away. There has to be an opening. There are a great many factors involved. Sometimes it's more about being in the right place at the right time, as opposed to being the best team for the job. My best advice is this: spend time in a community...a couple of nights in one of our guest rooms. Talk to the managers, staff & residents. Ask a lot of questions and pay attention. This is a big move and you want to be sure. It's not right for everyone. If the managers do not readily share some of the more negative and stressful aspects of the job with you, I would be wary.
I love my job, but like any other job it has it's good and bad points. You have to be ready for a greater commitment than some jobs out there require.
Good luck yo you!
Very Very well put.
You wrote it the way it really is.
All managers and many co-manager do love their job. That never was/is the question. The residents alone know what you deal with on a day to day basis. If you love them, they love you more that you possibly can give them.
Thank you for putting it down the way it is.
Good to see your comment - have been hoping you would do a reply. Thanks
It all depends when you have been managers for 4 years and want to take your earned time vacation and your co's throw a fit because they have to work for you (not realizing you had worked 2 months without help 24/7 while the company kept the $$ saved for nao having to pay co's for the pentance SALARY!! while they feel they are working enough! I took 1 real vacation in 4 years and because my son got married. I am a people pleaser and dont like to have anyone mad that I have to work with then when I quit I had 196 hours built up and they taxed the living crap out of it. Talking to other managers this is a real problem in at least 90% of the buildings and get this they did away with relief managers tells me why it took corporate so long to fill these positions when someone quit so not only the residents are getting pick pocketed so is the staff!
they now are paying one person in yucaipa $62,000 t bark order as the gm and has no idea what the holiday touch is all about! Salaries for manager couple and co's are a joke now compare to this salary.
Congratulations, tired_but_trying!
I remember when we got our first community as managers, we had "baby-sat" the facility for several days prior to our appointment. We replaced a couple who had had no co's for almost 6 months. We went two more co-less. It's not easy but we always found the residents willing to help with some of the menial tasks - envelope stuffing, table-toppers etc.
We even had some willing to do tours in a crunch. Believe it or not we had the best success recruiting co's (twice) through CraigsList, having rejected at least two sets of candidates that the company had referred to us.
I am one of those slightly strange individuals who keep an extensive daily journal. Ask me what I did on a certain day ten, twenty, even thirty years ago - and my journal lists weather, telephone call numbers/times, with who I talked to and why, where I went and what time I left and returned, etc. etc. I started it many many years ago because I was involved in a court case wherby an attorney was brought to trial for misconduct. The charges were reduced because a single document did not have a time stamp. I left the courtroom determined this would never happen with me. Over the years my journal has aided me in numerous legal, business, and personal situations - as well as fodder for my life. It is also fun to read over something written years ago and realize that we survived what, at the time, was considered a devastating hardship - but reading it now it seems humourous.
And the same goes for our time with Holiday. As we read over the journal my wife and I can 'relive' the moments (both good and bad) - moments of answering a three a.m. E-Call only to interrupt an elderly gentleman in the shower who had accidentally pulled the cord. Since modesty goes out the window at such a time all were embarrassed. Why the alarm can be heard everywhere in the building except in the room it originates from is beyond me. Or the lady who was out of toilet paper and pulled the cord for room service - on a regular basis, even for light bulbs. No amount of persuasion could make her stop. Even to the elderly gentleman stepping out of the elevator at 11:30 pm wearing only his undershorts. He was locked out of his apartment because he had left his key in a lady's room. When we suggested he simply return to her room and get his clothes and keys he replied he had already been there three times and one more time would kill him. So we escorted him to his room and unlocked his door. And the same for those moments when things went bad, like the building closing down when the electricity went off and the fire doors slammed shut, or the sweet elderly woman having seizures during breakfast.
My journal allows us to verify things and eliminate second guessing. The point being I am not relying on mere memory for writing about our Holiday experience, but from my journal. Anything, and everything, can be tracked accurately because of this - from company managerial meetings at hotels to one-on-one meetings with managers, RDs, staff, residents - all of it. This is what I do and this is what makes it fun.
My dear grandmother did this also and it has been so much fun reading when we go home for the holidays. One of the funniest things we read and laughed about was they played cards alot and would write Ella got HIGH or Marcella got HIGH in the journal. If back then they would of even known what that was!
We first posted our resumes/cover letters online and were offered twenty-seven possibles within a few days. We chose a state where our son was buried and my wife grew up.
We were due to start on a Tuesday, but were unloading the van and U-Haul on Sunday morning at the community. After unloading we were called into the office by the managers where we listened to a rather unusual 'welcoming speech'. The manager wife came up and hugged me when I first entered the building, stating she had recognized me from my book jackets and web site. Expecting a fairly standard "Hello and Welcome" type of greeting we were surprised when the male manager began by warning us not to get friendly with any of the staff. He stressed several 'pertinents' about staff, residents, higher-ups.
He started out by telling us to shy away from (xxxxxxxxxxx), the Activity Director, because she was bringing a sexual harrassment charge against him which was unfounded, according to him. He then went on to explain his position at length regarding this. Part of his rationale was the fact she was Jewish and had been spoiled in her upbringing. He warned us he was working to get her fired, but had to be very careful because of the harassment problem. Next he told us about the housekeepers and which ones were 'out to get him fired', so stay away from them as much as we could.
By this time my wife and I were sneaking glances at each other and wondering if we should have been so quick to unload the U-Haul.
He then told us about problems regarding the kitchen staff who were 'out to get him' and needed gotten rid of. One was a tattooed lesbian who was causing him problems and had contacted home office about him. We were to keep our eyes and ears open so we could write them up to protect him and his wife. Next he told us the residents would "suck the life out of us if we let them". Here he held up a hand and stated we should always remember the community was not a democracy. He was in charge and, due to his natural instincts about the hospitality business, the company listened to him before they dared to make any changes. He and his wife went on to tell us how the residents came to them with silly complaints and you had to pretend to listen, but they didn't really listen. The best thing to do was just to nod your head and forget about it.
By now my wife and I were really giving each other the glances.
He went into the fact we should use the telephone in our room only for local calls and never, ever, use it for personal long distance calls. I informed them we carried cell phones for our use. He then gave us a lengthy history of themselves and their attributes, claiming the company searched them out because of those natural gifts (As time went on my research proved this part was fantasy).
Finally we were told not to report for work until Tuesday at 11:30 am, but could come in early to do the paperwork if we wanted to. We could eat in the building and spend the time getting settled. The manager wife said she had already told the residents they would have new co-managers, one a retired nurse and the other a novelist - and they were excited to meet us.
We went to our apartment, looked at each other - and started laughing like a couple of idiots.
Oh thats funny but very true. The last building my husband and I managed the RD had a staff meeting (us included) telling them we were there to help and just before the meeting he told us the staff had alot of problems and we would be the right ones to fix them. SO called CHEF was cheating residents on food service. Regional chef and his boss did not support this because that is another hard spot to fill Food budget was at 2.90 if that tells you anything. ! desert on night cart no second vegetable etc...Head housekeeper thought she knew it all using wrong brushes for carpet cleaning machine because my husband was cleaning filthy carpets after 8PM for our wonderful residents. I could go on and on NO ACTIVITIES ALSO because of manager BUDGET and bonus, holes in sheets were to be put to the bottom of bed OMG Maintenance could not turn around a apartment in 1 month and more his regional did not support us on that we called him 1 speed (to ourselves) We couldnt believe it. We had 3 previous buildings and staff loved us but these people were OUT THERE! Well, the rest of the story the staff ran us off they were backstabbing and resentful because they had not had structure (believe me we took BABY steps with them) No support from next RD or Home office so we resigned giving out 2 week notice. God tells us to forgive and I am trying but they took something we enjoyed and shoved it into the ground. It was hard to discipline because no co's and we were only 2 bodies. After 10 pages of how we were treated we were denied unemployment and went through 14,000 in savings since then to get the hell away from them and in our testimonial for unemployment HR didnt want to deal with this.Again NO SUPPORT! It took about 2-3 months of being very depressed about the situation because we thoroughly enjoyed what we did and gave it our all. RESIDENTS WERE SPOILED AND #1. Right befor we left a dear couple that was going into training had spent a couple Sundays interviewing us to see if they wanted to be in the training program and they even wrote a letter saying whenever a resident needed us big or small we dropped everything to serve them. And we all know from lack of respect for managers this care is going down the toilet It is so sad
My husband and I are very strongly considering co-managers positions with Holiday. We would be going to a training facility for 8 weeks before we are sent somewhere as co's. We were told that typically it only takes 6 months to a year before we would be managers. Is that not true? It sounds like this is a horrible company to work for. Is that true. My husband and I have both held managment positions for years and we have found that there are two sides to employee/management issues. We will both be leaving industries that have been hit incredibly hard by the economy and we have both worked for managers who have huge ego's. As a manager I have been accused of having a huge ego as well. The company I last worked for was going through difficult times and my position was eliminated. We would be downsizing our personal belongings considerably and giving up a beloved chocolate lab. Before I read these posts I thought the positives would outweigh the negatives but now I am not so sure. The reality is I have been out of work for several months and because my husband is in sales he is MAYBE making minimum wage. I am to young to retire but seem to be to old to hire in some employers eyes (age discrimination is alive and well.) This is a very important dicision for us. We need a position that allows us to pay the bills but would give us an opportunity to feel good about what we do. WE ARE NOT INTERESTED in working for a company that will fire us arbitrarily or for a company that does not care about employees. If employees feel beat up and worn down, how can they possibly be positive and caring with residents?
Need to decide soon.
Thank you
Glenas:
I would not be so blase as to offer any type of decisional factors regarding potential employment. With that said, here are a few things to consider. Read everything again on here. Comments are made by both present and former employees, both pro and con. Each undergoes a different set of circumstances.
As a couple you will put a little over three thousand dollars a month in the bank (net). If you are not tied to a particular region consider California. You can add another almost twenty thousand dollars yearly as a couple for doing the same job. And yes, Holiday CAN fire you in an instant (it is in your contract agreement). Your agreement with the company is an 'AT WILL' employment (both sides). If you get fired do not plan on a 'notice of termination' - with luck you may have four or five hours to get out.
It is an extremely rewarding profession, even with all of the problems. The residents make it such. Insofar as 'egos' - most of us have them or we would not consider working there. Managerial promotions are determined by your Regional Director at his whim.
One set of friends just quit after about two and one half years because they did not wish to transfer far from their home. Another set of friends started only a few months back and were just bumped up to managers. Lots of variables. Be prepared to move on a moment's notice (usually a few days).
My wife and I were called on a Wednesday afternoon and told to be four hundred and fifty miles away by Sunday. We explained to the RD we preferred not to take the transfer - and were informed we had no choice. My wife replied to the RD we always had a choice - and we decided to leave the company instead. Please remember that we are an elderly couple, not so eager to pack and move like we used to be. Do we have regrets? Not a one - except about the residents.
I read the posts on this site again and there are many more negative than positive. We have visited with two sets of property managers, a regional director, the recruiter and two properties. Of course you can never know for sure what it will be like until you get there but we have found everyone to be professional and the managers seem to love what they do. As I said, I have had my share of disgruntled employees over the years and most of this sounds like those same disgruntled employees. It does sound like you have several friends who work there. Have you given them any positive feedback?
Of course you have an ego or you wouldn't have launched the website. So I guess I am looking for some unbiased (which I don't think I will find on this site) input.
If I may also answer the other post to my query. It does sound like managers are fired arbitrarily. I actually have 3 dogs, two of them very small and the lab. Think I can get away with 3?
GO
First of all, it all depends on what area of the country you and your husband are thinking.
As for your dogs, Again depending on the age of the building, you might want to re-consider even taking any dog with you. When my wife and I started, we were in an older building and the co-managers apartment was smaller than a shoe box. After 2 months, we had to put our dog (in the age of 13 years old) to sleep due to the small space that was available for him to live.
It was a real heart breaker for us.
If it is a new building, the apartment might be bigger and pissibly you could keep the 2 smaller dogs.
I hope this helps.
Glenas:
No one is 'unbiased' - ever! In some manner we all start out with a 'preconceived notion' - which changes as our experiences/knowledge change the format. My wife and I are an excellent match - she looks for the good in people and I look for the bad. Fortunately, she finds more of the former than I do of the latter. She is a retired nurse and my background includes law enforcement, plus being a licensed professional bail bondsman (with a 100% recovery rate). She is gentle and I ordinarily am not.
Oh, when you are allowed to set up your insurance pay special attention to the life insurance part. Take as much as you can right away. After that you will need a doctor's exam to increase it. You can always lower it, but raising it is hard as we get older.
I cannot answer for my friends - they will have to do so.
I disagree with you on a minor. I would not label any comment done so far as a "disgruntled" employee, by anyone. If one single comment helps you in your endeavor, pro or con, then it was a positive. Thanks and Good Luck
Glenas -
This company will not fire you arbitrarily. They really can't afford to, provided you turn out to be decent managers. Just make sure you get to know as many people as you can in the organization.
As far as your ego goes, just make sure you blend it with some humility - above all maintain your sense of humor and don't be afraid of making a mistake once in a while.
BTW don't let them tell you that you have to give up your lab, as long as he's housebroken and you can tend to his "periodic needs."
Holiday IS pet friendly. We had a large dog with us the entire time - even took him with us to baby-sit other buildings.
Good luck.
I agree with NotMyRealName in so far as long as you are a newer building, it really should not be a problem. Holiday indeed is a pet friendly company.
You have read many messages on this blog and a lot of them are negative however, there are a lot of positives as well working for Holiday. If you have a good set of managers who care enough to train you well and let you voice your opinions from time to time and you both can interact well with the residents, it can be a great job.
For us "old timers": there have been to many changes over the last 2 years. That's why a lot of us are in some ways very negative.
You need to read between the lines.
Yes the company can fire you arbitrarily. That little phrase "Holiday Touch" -- will cover whatever it is that you did or didn't do. They can fire you for that - I know - we just got fired for not displaying the "Holiday Touch" or their version of it.
one of the reasons my managers fabricated was,my job was driver and not helping residents.No picking up meds,groceries,post office,or helping them with dr. appointments. That was not what I was payed to do. So I was fired.5 years, and there wasn't a day when someone didn't say " what would we do without you".
I spent quite some time this morning talking with acquaintances at the RD and above level. You might find it intriguing.
Due to the economy, plus the mortgage/foreclosure problems across the country, it seems an unusually large number of people are applying for employment with the company. In a large number of cases it appears they are simply trying to get a roof over their heads and a chance to build up a savings cushion - a fresh start.
Several times I was told those charged with hiring are being especially concerned about this. They realize an extremely small percentage will even stay several months. I inquired whether or not this was a surprise. It wasn't.
It is to be expected when times are bad that people grasp at straws, but sometimes give up more than they are getting. A temporary 'quick fix' , so to speak. There is an old adage -- "You can't run away from your troubles - they always follow close behind"
Morale is down, according to those I spoke with, and the near future has them worried.
ABSOLUTELY
I had inquired long ago --even as we were being interviewed-- why some sort of preliminary assessment of management applicants was not administered; Myers-Briggs Personality Preference, Kinsey Temperament Sorter or the like. Not difficult to administer and go well beyond a background check.
Given what you cite, DL, it seems such standardized pre-qualification might be most appropriate nowadays -- could also save a lot of potential HR trouble ....and would justify a more attractive, shorter "probation period" before eligibility for benefits kicks in.
It certainly SHOULD be done! But, now only Chef, Management Team, ER, and Bus Driver are required to have backgrounds done in an Independent Living Community. Purportedly because the expense was too high and the resident safety concern too low. That has always concerned me.
Earlier someone posted that what was wanted was only warm breathing bodies - (the mirror test). From what I have seen in almost one year of working and research I tend to agree.
BTW - your comments are appreciated. I enjoy the way you write.
I dont think they thought this one out the main background checks should most DEFINITELY be done on management, maintenance and housekeeping these people have access to all of the apartments!!!!!!!!DUH.
If your comment is in reference to my inquiry about employment with the company I can assure you that both my husband and I have been in management for years, have taken and given numerous personality tests, selling skills tests, motivation tests, math tests, english tests, management skills tests and did well on them all. We have made significantly more money than the position offers but we are looking for a position that will allow us to work with seniors, utilize many years of marketing, selling and managing and make us feel good about what we do. If we decide to work at Holiday we intend to stay. I have read between the lines and I do feel that from everything I have learned that the concept is still sound and the work environment, challenging but rewarding. That is what we are looking for.
NO - No - No!!
No reference intended whatsoever. I am surprised you even considered such. I re-read it several times to see how it could be phrased differently. But the facts do speak for themselves - and it makes perfect sense in these times.
In our case, even though I hoped for a story out of it, the extra money every month most definitely was welcome. It bought my boat - and our 'getaway'. I did not 'plan' how I would write our Holiday Experience - it evolved.
If this blog does what I am hoping for it is conceivable that more positives will be commented upon than negatives - it will find its own level. This is a 'NICHE' blog - of no interest per se to anyone not knowledgable of Holiday/Fortress. Feel free to relay to the company people you talk with about it. Who knows, they may wish to add their viewpoint.
Lastly, if this helps to alleviate any problems and 'bump' the stock price even a little - wonderful!
For your background !! Why do you believe it is good money several people I have been in contact with since they left Holidat are making ALOT MORE $$$$$$$$$$$$
Good money? Not even close. A person could make more money pumping gas for minimum wages at a corner station, especially when you add in the over-forty-hours overtime at time-and-a-half.
You're absolutely right, the money sure ain't that great, but on other hand you have no mortgage, property tax, or major homeowners liability to worry about, among the various other property-owner's burdens.
Considering that your expenses are at an absolute minimum ["nothing but a liquor store budget" as was pointed out to me by an early poster to this forum] it makes for a great way to dump all your major and minor debts, plastic especially.
Plus you need only one car between you.
But if you jump too fast and sell your home and downsize and it dosent work you have to replace alot and start over.
My "testing" reference was specifically in response to DL's mention that the RD he was talking with this morning had commented that a number of applicants were coming out of the woodwork -so to speak- and being recently-unemployed were applying just to provide themselves a "roof over their head", for the short term only.
Clearly this is not your objective.
Sorry for any confusion.
...then again, "if the shoe fits..."
Looking back, I think it was the things we were not told about the job which irritated us. We realize most employers would rather not divulge negatives to prospectives. Over the years my wife and I would always inform potential help of the downside. We wanted them to know their job from all angles.
I don't care how much we liked the job itself, there is nothing nice about having to leave your meal in the evening and go clean up fecal matter. When an elderly person loses bowel control in the elevator and along the hallway, it has a tendency to take away from the glow of the job - and it happens a lot.
When a resident is a Holocaust survivor and suffering dementia it can get 'tedious' - especially when she constantly wanders away. Numerous times she was found in the middle of a busy street. Why she was never hit by a car we don't know. Was her family ever talked to about getting her somewhere else so she could be constrained a little. Yes, conversations were done, but carefully. Whenever it was mentioned the response was that it was not our responsibility. As long as her family paid the rent let it alone.
We had a resident , now deceased, (about 300 pounds plus) who needed help to use the bathroom. It took two people at a minimum, one to hold her upright and another to physically rotate her polio-braced legs at the toilet, then pull her clothes down. We would wait outside the door until she was ready and then reverse the procedure to get her back onto the mobie. Sometimes this would occur two or three times in a single night. When the new managers arrived this stopped, as she was finally informed the company frowned on helping like that. She was forced to get outside help for the bathroom, sometimes calling 911.
At one point we were meeting with the Regional Director, the Divisional Director, and HR. All had flown out for the meeting and we were covering numerous items. I related the problems observed of housekeepers charging residents to do their personal laundry while clocked in on company time, of maintenance charging residents for extras which he was paid to perform, and how housekeepers could make a sideline business by 'working' residents for their furniture and other items. After covering the possibilities of every community's potential for the same problems we then got into the lack of security.
Security, or the lack thereof, is my personal pet. At one community the managers related how a man walked in the building with a stethoscope around his neck. No one questioned him as he moved about the building stealing. According to the managers he entered unlocked rooms, stole things, walked out , and no one had any clue who he was. At our building two males entered, each one going to a different floor and knocking on doors. Them we caught. It was common to do my security walk at night and find exit doors propped open with bark chunks or stones wedged under the door. Caregivers did not want friends and family to have to enter via the front door (locked at night) and sign in, so they would prop the exit door open late at night.
The response to the meeting? A few weeks later I was informed that the Divisional had simply stated, "I don't want to hear about that, I have enough on my plate."
This is what I meant regarding an 'Indifference'. My wife just told me that the above makes me come across as being 'overly picky'. If so, it isn't intentional - but in attempting to synapse months of something into a few sentences I can understand how it might 'read' to others. Touting the 'Independent' factors of the community covers a myriad of circumstances.
DL, you hit the nail on the head here.
The RD’s don’t care and don’t want to know what really is going on in buildings. They have never had to work in a building on a long-term basis, day and night shifts. They go home for the weekend and don’t want to be bothered with your problems. All they care about are the numbers.
At one point Holiday was going to install security cameras in the kitchen due to food theft. All the wiring was done but the cameras were never installed. Each building was charged for the wiring. Security cameras around the buildings were never even discussed.
You talk about stealing stuff. How much food do you think get stolen from the kitchen by staff on a monthly basis? How much stuff is taken by Regional Maintenance people. I know of one of them who build his entire house with stuff that Holiday paid for. One of the things we always told our residents is that they are not allowed to pay any employee for anything. We told the residents this during every resident meeting just to remind them. Even during the holiday seasons we told them not to give a penny to any employee of the building. Sadly enough many resident still did pay employees while such employees were on the clock.
Any good manager would walk the building every night before he/she went to sleep just to ensure all outside doors were locked and checked that no one (residents) was sleeping in the common areas. The TV in the common area and residents computers was shut off.
You made sure the water pressure was where it should be and in cases of buildings having water softeners you made sure the salt pallets were up to level. You also made sure the maintenance room was locked. However, isn’t that the same as you would do in your own home?
OH, YEAH - the kitchen!
That could be an entire chapter all by itself. Good call, Achmed.
Interestingly enough, in eleven months my wife and I only received a single write-up, and that was after we had already given our resignation notice. A new part-time server had failed to wear her safety shoes one evening and slipped/fell in the kitchen. The shoes she had on 'looked like' the proper shoes, but I failed to check the bottoms. My wife filled out the incident report, but did the wrong form (not the new one which couldn't be found by anyone). Long story short - we were written up as a major violation of company policy.
What 'hurt' both of us was that the new girl told the managers no one had ever informed her about wearing the shoes. The managers took her story over ours, even though her file showed she had signed off the videos and acknowledged being told. The server who had helped her try on shoes at her hire was not believed either. This readiness to throw co-managers to the grinder is what hurt. The managers told us to forget about it - the write-up didn't mean a thing. Then why do it in the first place? I'm sorry, but an official write-up goes into the file and stays. Yes, it bothered us and I disputed the write-up.
If I had a nickel for every pound of food taken home from the kitchens I would be a very very wealthy person. That is bad enough, but how about a chef throwing rolls into the garbage can because he determined them unfit to serve - and the manager taking them out of the garbage can and serving them to the residents. Yuck!
Let me return to something. Regional Training Centers! The company takes managers from a community, ones who have been around a few years and are supposedly doing a good job. They are put in charge of training new hires with the NEW HOLIDAY METHODS, but they do not themselves know the new methods. What happens when the new Cos leave the training centers to transfer somewhere which has managers in place NOT trained the new way? Does anyone actually believe a new set of Cos are going to butt heads with their managers because of a training difference? I can visualize a new set of Cos telling their managers, "Well, you're doing it wrong. The training manager we had said to do it this way and you're just not doing it right."
Uh Huh, that should go over easy.
What about when a building desperately needs help and the managers let the staff were non skid shoes from Payless until Shoes for Crews (joke) get there. As far as shoes for crews go they should of found a store that carries proper shoes and reimbursed employees for them I spent alot of time returning those shoes and ordering others for staff. Sometimes by the time they got there for servers they had already QUIT thank goodness Holiday gets good rates from UPS
I definitely agree with you. We often matched the sizes to fresh hires because the turnover rate piled up shoes. The new hire would be ancient history by the time their shoes arrived. The part time server did have the option of wearing the slip-ons, but just didn't. BTW, she was OK, took a few days off - refused to get a doctor's slip - and disappeared back to her regular grocery store job.
Since we are no longer employed by the company it is actually immaterial about having a write-up. However, it is part of the overall situations regarding lack of loyalty/respect to employees.
I am curios about the cruise promotion, have any of you had anyone get excited about it? I have been really pushing it and no one seems to care.
People see it for what it is: a gimmick. People don't want to move into a place where rental increases are 10% yet everything is being cut to the bone.
Achmed,
I am currently in the process of looking for a place for my mom, and it is very confusing because everyone is making some kind of offer. Can you elaborate on the service cuts at your company?
Sorry for the late reply but have not looked at this blog for several days due to my anger at Holiday.
You wish to know about cuts that everybody is talking about, well here goes:
Rental increases up to 10% plus a 2nd resident fee increase to $ 600.00 per month if applicable, then:
cuts in Activity Director’s hours per week
cuts in bus driver hours
cuts in housekeeping hours
continuous management changes to keep the salaries low
cuts at home office “support” people
Do I really need to mention anything else?
Holiday’s concept is/was fantastic. It is the management “TEAM” (manager “and” co-managers) that set the tone in a building.
If you have under appreciated management teams, guess what the tone in the building is not going to be what it should be and unfortunately that is going on in just about all of the Holiday buildings. The pressure is tremendous to fill up the buildings yet they have cut staff, support staff to the absolute minimum.
There is no appreciation from Regional Directors since those folks have never managed a building for any length of time so they have no clue what the management teams have to deal with on a day-to-day basis. The have never had to scoop up poop in the middle of the night or clean a carpet or many carpets per day or having to cook 3 meals per day for 130 residents.
One of the things we found rather interesting was how much alike the communities are. As we went to different communities on our visits we were struck by how residents at one community would 'remind' us of residents at our community, or at another one.
Every community has "The Butterfly" - the color coordinated lady from her hair to her shoes, always very brightly clothed, who flits around in a daze. She is colorful, vivacious, even chatty. But she is always, just like the butterfly, alighting on a new spot every couple of minutes, never remembering where she was before.
Then there is "The Court Table "- the one where the 'judicial reviews' are held at every meal by the three or four residents who have been there 'since the building opened'. They are quick to point out any real or imagined flaws of the other residents, the staff, or management. But underneath the 'court opinion' is a sense of humor to make your day.
And "The Sleeper" - residents who arrive in the dining room two hours before the meal to make certain no one gets their personal chair - and falls asleep.
There is always a "Mr. Unhappy" - the guy who doesn't want to be there and is constantly harping how great things were where he used to live. His temper has a very short fuse. Often he throws chairs, threatens other residents, dumps his food on the floor, and generally creates some type of disturbance.
Let us not forget "The Glutton" - usually a male, driving everyone crazy with his diatribes for more food. Double and triple servings are never enough for him, ordering, begging, dealing to get more food. At every resident meeting he is the most vocal and always demanding better food service.
And, of course, there are "The Gamblers" - always having the office make copies of letters, tickets, even money. They believe the Nigerian scam is not a scam, and the notices from various sweepstakes they get to send money to are promises of riches they actually will receive. The gamblers even manage to borrow money from other residents to support their own habit.
There is always "The Routine" - Usually a woman, who has been there forever and any change, no matter how insignificant, drives them nuts. They let you know when anyone is doing something wrong, not the way they feel it should be done. They will call Home Office on a regular basis to keep everyone aware of what is wrong at 'their' community'. This one can tell you the names of every manager and co-manager couple who ever worked there - along with their personal problems and how they rated with her. She is the one who compares you to all the others before you - and can never understand why the company moved the ones she liked, or kept the ones she didn't care for.
"The Worry Wart" will tug at your heart - and your sanity. She is the one who pulls on your sleeve during meals, or calls you late in the evening in your apartment. Her worries are always the same - she heard that the residents held a meeting to vote her out of the building, or she believes management staff are determined to send her someplace else. No amount of positive response can convince her for very long that none of it is true.
And "The Loser" - always losing her apartment keys and wanting another set. Her dog hides them on her, someone is taking them from her hiding place while she is gone, etc. Then she shows up at the next meal with her key ring around her wrist - until the next time they go missing.
My personal favorite is "The Medium" - the one who calls you to check her closets because an entire family is living there, or sits on her bed talking to someone and not understanding why you can't see and hear them. Many times the 'voices' would turn out to be only the resident hearing announcements on the hall speakers. They couldn't understand the words through their apartment doors and walls, but they definitely heard someone talking to them, and only to them.
But underneath it all you realize that they are only attempting to 'cope' with being out of their homes, away from family and friends, plus being with a lot of people they feel are older than they are. Most of them wouldn't live anywhere else. By their own choice, or by their family's choice - this is Home!
And you love them to the Nth degree!
I'm not sure, DL, that all communities are that similar,... mainly because every "character", as you've sampled above, is truly unique. This resulting matrix of each community yields its own specific color, hue, timbre, aura, or whatever you want to call it.
The mix makes the community and, sadly, you can count on losing three or four of them per month -- death, higher lever of care or whatever.
My wife and I ALWAYS treated every single one of them -- be they fairy queen or sociopath -- as we would our own parents.
My wife and I stumbled upon your blog and have enjoyed all the "wonderful" experiences. It only took us 7 months to leave the company. We went from co's to marketing managers; traveled to 7 cities and butted heads with the former head of marketing for Holiday. My wife did another stint as a marketing manager in a local facility. Same problems and finally they eliminated the marketing manager positions. Great company!
Paul: Are you, by any chance, the Paul who won the bet by naming everyone at the tables during the meal after a company meeting on the coast? If you are it was money well spent. You have a phenomenal memory!
Most of the marketers we met knew how to do their jobs. I recall the weekly conference calls when the RDs introduced a new marketer and how they literally glowed about them. Then the company tied their hands so they could not properly do their jobs. We have a couple of close friends who started with Holiday as marketing. They have been through the wringer also - marketing, put on hiatus, brought back and moved, moved again, - decided to become COs, moved, moved, moved again, and now are new managers. All of these positions in about ten months and under three different RDs.
We were fortunate to have met marketers who definitely had the proverbial "Touch", some did live in the buildings. But - there were (are) a lot of managers who refused to listen to the marketers from the git go.
As stated in my letter to the CEO - the weekly conference calls are useless. What ordinarily transpired was a set of managers making 'gestures' and faces, writing quicky notes about something said, and generally poking fun at the various voices heard on the conference call. "This one is nothing but a suck a--." "That one is an idiot." "That woman's voice is like a fingernail on a chalkboard." "My God, do those idiots expect anyone to believe that drivel?" These were common responses.
The harsh reality is that the 'higher-ups' don't have a clue what to do.
Remember Callison's initial greeting memo where he wrote about how many communities he had visited? In his 'letter', dated Mon 12/08/2008 at 12:49PM (sent out from Nancy Brostrom on behalf of Jack Callison) he went on about how well he was treated and how great the buildings and residents were. He also stated, on page 3, "I'm a firm believer in candid straight talk....." We'll see how much of a believer he is as this develops - and will he actually "Listen"? On page 4 he stated, "I do want to clearly articulate that financially, Holiday Retirement is a very solid company and you should sleep peacefully at night knowing that. In fact, Holiday Retirement has never had a brighter future than it does today. Statistics show that the target demographic for our business will grow at an unprecedented rate over the next 10 years and the company is set to capitalize on it by growing our presence across the U.S. and Canada. And you have my word that the "Holiday Touch" will remain as the cornerstone in everything we do, just as Bill Colson would expect it to." (Bold face/underline is mine)
That proved itself very quickly, didn't it?
I will use something my son-in-law told me when he visited us at a community. He stated he grew irritated when he arrived at one of his hotels and could see signs of a hasty clean-up preparatory to his arrival. It made him extra 'picky' because he strived to 'just appear without notice, usually going out of his way to do so'.
Someone always picks up the telephone to give a 'Heads-Up" a big shot is coming. Callison never got a real look at a community in normal operation - each one was 'on show' - all spruced up because of advance notice.
Wow that was a quickie 7 months huh?
Let me ask you this, did you spend any length of time managing a building “before” they sent you into marketing? I dare to say YOU DID NOT.
How in the world can you market the TOUCH if you never even lived it?
And I am sorry I am not trying to be negative against you but you must understand that it is very upsetting for management teams to have to deal with marketing people who have no clue what it is like to live in a building. It is the same as Regional Directors coming new into the company (mostly Blue Light Specials - ex Kmart people) telling management teams how to run their buildings.
Achmed,
in my 6 years at Holiday, it was true that a lot of the best marketing people had been former managers and co managers, but there were also some very good marketers that came from other fields, the Touch is not something that can be easily taught, you have to be born with it. You are currently experiencing that right now with the FIG people and the blue lights- many of them only treat the touch as a slogan, not as a mission. I respect your loyalty to the Touch, I cannot however respect HRC/FIG.
Last night was one of those 'just can't sleep' nights. I was sitting at the kitchen table reviewing my journal and logs regarding this blog and our time with Holiday, wondering whether I should continue with the blog or cancel it. I found myself puzzling over exactly what I felt, and hoped, could be accomplished by it. I know why I started it - because numerous acquaintances had remarked that they had no place to interact with others about the work they do and the company secrecy was bogging them down.
Ironically enough, earlier in the evening my server had developed a 'glitch' which caused unknown numbers of blogs to close. I was notified of this by several people via email and Facebook - contacted the server and it was quickly fixed. I had awakened about 1:30 AM and couldn't get back to sleep. For some reason Holiday was in my thoughts. My wife soon heard me 'trying to be quiet' and also got up. For the next two hours we sat, drank coffee, and discussed my concerns. (She is such a wise and wonderful woman.)
We have been gone from Holiday since January 03 of this year, yet still 'feel' the pull. Mostly it is because of the residents we came to love, but also it is the 'naturalness' of the concept which locks itself into you and just will not go away. We are of the age whereby we COULD be residents ourselves. If the interaction of those who read and write on this blog ends up causing even the tiniest positive change in the manner of care for employees and residents then it will be worth the cost and time. As it stands right now we can honestly give the opinion we would NOT want to be a resident.
There are communities out there which are truly fantastic places to be, of this I am certain. I would be most intrigued to hear about them. Bill Colson created a wonderful commodity and it grew tremendously. But now it isn't the same and I don't believe any possibility of Fortress allowing the time and effort needed for its continuance.
One of the drawbacks of this, to me, is my inability to pull from the broader spectrum. Most of what we experienced came from the communities within our own region. There were opportunities to garner a larger feedback situation as we traveled outside the region, but it was limited. At all steps I want to have a 'fair and balanced' report for this and it is you, the readers, who are most qualified to give that balance.
For the next year we shall see what develops - it's paid for and locked in. Thanks.
Keep this going DI. Perhaps an occasional message on the Holiday Facebook board about this blog would help. It indeed would be interesting to see more people current and past that could write stuff on this blog.
You are doing a great job with it.
As for your feelings about missing the residents, trust me it will stay with you for years to come.
It is amazing to me to see the occupancy dropping week after week. in all of the buildings.
I read some of the Blog this am. Truly, life in general begins with the writer's attitude whether with the company or away.
So many persons who are no longer with Holiday live with the attitude that the company did something wrong or, because of major corporate changes, etc., they are no longer with the company. Bunk! What about their personal accountability? Many of the people that are no longer with the company were non-performers and pressure is on to weed out those who can not and desire not to perform. This is true with any corporation.
Bob and I are experiencing corporate support as we perform to make changes in a community that needs the holiday guidelines brought into place. The hard part is correcting what others allowed to go on.
We continue to believe in the company and we have expereinced many phases of Holiday. Consumers, marketers, co-managers and managers and there are very few with in the corp that have experienced Holiday this way! For us, we love the positive side of life and look for it everyday!
Hugs to you, old man, and your sweet bride.
N & B
Thanks.
When I received the above I requested for it to be written here in the blog and offered to NOT post their names. Below is Nancy's response to my request:
"If you use it please use our names. Bob and I support right, and listen and understand "hurt" from those that feel wronged. We all have to look in the mirror.
Bob and I are always open to sharing our Holiday story with those that would like to know of our experience with the company. We became friends with you and Linda, as well as many others, because of our employment with Holiday. We value friendship, regardless of where everyone is today. We are friends. Thanks Holiday!
Time is our problem. We do not have much to give away because our residents and our community come first. Everything else is secondary, but we will respond as time allows."
Bob and Nancy are just about the greatest people you could ever know - and they are very dear friends of ours. As Managers of a Holiday Community they bring the "WOW" concept to everything they are involved in, just as they do in everything else. Bob's marketing 'slogan' has proven itself over and over and I will post it here. It has worked for me and it can work for anyone.
"Tell them what you are going to tell them.
Tell them.
Tell them what you just told them.
Then tell them again.
Tell them again!"
There are always 2 sides to a story or personal experiences.
We all have experienced great times and not so great times.
Holiday was a great company under the Colson’s direction.
No one, and I truly mean no one can replace Bill Colson.
The vision that he had was wonderful and made some money at the same time.
He understood that residents came first.
I truly think the problems started when the so-called “BLUE LIGHT SPECIALS” came into the company as Regional Directors. The animosity that that created amongst Managers and Co-managers is what drove a lot of Managers and Co-managers away from the company. FIG made an 6.8 Billion dollar investment in the greatest company in it field without giving this company the same vision and touch as it was under the Colson structure. Keep in mind, FIG also owns Brookdale Retirement so they are not new to the concept. The only current problem I really see a huge lack of leadership in Holiday.
While there are the requisite "few bad apples" in every barrel, let me assure you that two of the three "K-mart alumni" we dealt with directly were top-notch managers and always had "the Touch". Any shortcomings of the third were attributable to a type-A style.
Achmed:
Our third set of managers often told us about Bill Colson - albeit in a different stance. They stressed a meeting held in Hawaii (and photos of it) claiming Colson gave a speech that Holiday would always remain in the Colson family and the employees never had to be concerned about the company. They claimed news of the company sale made the rounds within one month of that meeting. Could this be factual? In my journal I have almost a full page regarding their story.
During the initial stages of research I found it interesting how much information is available on the internet. I love the internet! For a 'pencil-pusher' Jack R. Callison, Jr. has an almost meteoric rise in the corporate world. I found pages and pages of plaudits concerning his 'business ability' - but very very few mentions of his 'humane side' -(so far I have found none). Colson, on the other hand, is often mentioned for his acts of kindess, with his business being simply listed as a secondary.
During the 10-day trip to Maui (during the month of May) it indeed was rumored that Holiday had received an offer to be bought out but we all were told that the offer was declined. We all saw Bill Colson there and we all saw how truly sick he was. Bless his heart.
It was our understanding that various people were there from different companies who were looking at Holiday Retirement as a possible buy-up.
All we knew, at that time, was that an offer was declines by the Colson family, yet indeed
Some of us knew a bid package had been send to various companies to take a look at Holiday Retirement and after that process 3 companies were chosen, some were competitors, some were foreign banks and some were investment companies. During either October or November a conference call was scheduled with Bart Colson during which he announced that Holiday was indeed looking for a buy-out. We all know the end result.
On a side note, it really was a wonderful trip. 1,287 people were flown over and we all enjoyed our time there. I really thing all of us were in amazement the entire time. Many of us had never heard of a company doing such a thing for it’s employees. I can honestly tell you that we ALL WERE PROUD TO BE PART OF THE HOLIDAY RETIREMENT FAMILY.
As for your 2nd part:
If you can recall Carl Icahn what he did to many companies then you will see Jack R. Callison / FIG. I will not go into details for time will only tell. For now, they are riding out the economic downturn. After the economy is in a continued up-turn, trust me, things will dramatically change. Just study the various corporate raider of the 80, 90 and early 00
Thank you!
Doing the research on Colson for my story the Hawaii trip came up a few times - always positive. I have to relate that during my years as a writer I occasionally took on a "Ghost Writer" job or two, sometimes writing for a business individual. Never, repeat NEVER, have I ever found anyone who did so many truly nice things for people. From his employees to total strangers Bill Colson would quietly help out. Repeatedly I ran across stories of such and, when people attempted to express their gratitude, he simply and modestly 'shrugged it off'. Amazing man - on this I agree.
And I concur also with the "2nd part" you wrote of. Yes, I am quite familiar with Icahn - and see a similarity.
I want to recommend something for every one to read:
The Greatest Salesman in the World by OG Mandino and part 2 The end of the Story.
You all will truly enjoy these 2 small books and I am sure you will understand your mission.
Well Fortress lost $67 million during 1st qtr.
See Yahoo finance and then click on FIG.
I do not understand why no one is writing anymore.
Is everyone afraid of loosing the severance package money? You'd think that is behind them now.
True, Achmed.
Fortress also states they will not pay out a quarterly dividend for the first quarter - the third consecutive quarter of not paying. It is retaining the capital for 'potential' future investments opportunities and working capital. They reported a loss of $286.7 million (.71 cents a share) and revenue dropped 39 percent to $122.3 million from a year ago. Fortress says its first-quarter loss widened on a $35 million of investment losses and charge for a balanced sheet adjustment.
It is rather ironic that when stock fell to .78 cents a share it was a good buy - sold at $7.48 per share - made a nice tidy sum . And just in time because down it goes. Oh, it will bounce some for awhile - after all, Fortress is a diversified investment group. Holiday is only one part of the whole. I maintain that a non 'people-minded' company cannot (and will not) be capable of a positive growth factor in the long term.
Can someone tell me if you are no longer getting the occupancy report for the whole company? I am only recieving the numbers for the division we are part of. Does anyone know what the total occupancy percentage is? and why this change has been made?
Is the entire report no longer available as a PDF on the portal?
you tell me
I can't because I'm no longer an employee. I was under the impression you were.
Perhaps someone among us who is still on the HRC payroll can bring us up to date.
I am not surprised to learn that residents at communities have started petitions to complain about the rent increases and other problems. The move-out increases are directly related to such. At one community a brand new apartment complex directly behind the community is gaining numerous Holiday residents. A large one-bedroom apartment with a full kitchen - and a private garage - for a thousand per month - quite a savings.
I also understand that home office is getting more calls from dissatisfied residents - wonder why? Employee dissatisfaction is growing and resultant write-ups are too.
When will someone realize it is possible to increase residency even in a bad economy - IF you treat people with respect and deal fairly with them.
I am not surprised either to read this Charles.
Seniors are being hurt by the economy and then this idiotic rent increase is just ridiculous. I have heard that a lot of communities have increased their rent by as much as 10% and the 2nd resident fee to 600 to 650.00 per month.
For certain resident that means a monthly increase of well over 600.00.
Now you tell me, do their investment, they worked all of their lives for, pay them that much? Hell no. FIG is in financial trouble so they charge these increases to resident to recoup some of their losses. It is shameful.
Achmed,
I heard from a HRC manager that they are starting to seriosly discount the rental rates on select apartments in struggling buildings. Have you heard this as well? If it is true, are they raising the rents on current residents in order to coverthe losses on the discounted units?
No, I am sorry I have not heard any such news yet. They'll try anything but it won't work just like the cruises. That did not do it either.
The parking lot at "our" former community seems to become emptier every time I drive by the place.
Meanwhile, the competition -and there is plenty around here- have beefed up their advertising in all media.
Speaking of 'competition' - I have often wondered why Holiday is so adamant against advertising. The 'word-of-mouth' stance is good, but modern day mass media coverage has become a mandated necessity in business. When the competition has billboards touting their product, when signs on buses show the product of your competitiors - why doesn't the company climb aboard the wagon?
My sentiments exactly, DL. Having come from an earlier life that relied heavily on our determination of effectiveness (or not) of print and live media, I was truly surprised that local ad budgets were virtually nil across the board.
We originally had enough budgeted to cover a 1/64-page block in a couple of the local church bulletins, but even those got cut back. Consideration of
radio and TV were out of the question.
I've long been under the impression that Salem has always been rather gun-shy regarding any long-term media-buys either on a local or national level.
many of us were truly excited when it was announced Bill Longworth had been hired to head up HRC's marketing, but I can imagine he quickly became frustrated in his efforts and unfortunately decided to move on.
At our community we were extremely fortunate to have an Enrichment Coordinator who was friends with numerous local, county and state politicians, famous sports people (especially football), as well as television and radio personalities. She brought in more media coverage for us than you would believe. Unfortunately, she left for greener pastures - and deservedly so.
The flack she caught each time she attempted to gather such publicity was sad, as well as being counter productive. The same for a resident who single-handedly brought more move-ins to the community due to her political and business acquaintances. We recently learned she moved out of the community and into the apartment complex mentioned earlier. It is a fact that seniors ride the mass transit systems in metro areas. How nominal is the cost to have a sign on the bus which a senior looks at every time they ride. I surmise it would be much less expensive than hiring department store people as marketers - which did not take long to fail.
Wasn't it P. T. Barnum who stated, "Without promotion something terrible happens -- Nothing!" ?
Ditto with the community where we were.
In one conversation with my son-in-law he inquired as to why we continued to even care about Holiday and its problems. After all, he said, we no longer were employed by them - we had voluntarily ceased our relationship. A very good question!
My wife and I have given this a lot of thought ourselves. Holiday was the first, and only, employment in my entire life which got into my heart and my head to such a degree. We lived with the residents 24/7, we ate with them, we cleaned up after them, and we cleaned some of them. We shared their lives to a great and personal degree, we met and got to know their relatives - just like a family. We became a family.
We became very close friends to some of them - and still are - just as we are with many from the home office. Several of the residents and staff call us on the telephone or email via the internet. Holiday frowns on this, but it happens. No, we do not stop by the community for a visit - Holiday is totally against this. Friendships last - and friendships, like family, stand on their own. As we hear about residents leaving or dying it causes concern to us because we still care about them. I have friends scattered across the world who I also care about - and we worry about each other, help each other, support each other. Why wouldn't the friends we made at the community deserve the same? As mentioned earlier, the Sous Chef was my best man at our wedding vow renewal ceremony at the community - he is my friend. He will always be my friend and we will stay in contact.
During the research I constantly am "on the alert' for news stories concerning Fortress and Holiday. Below is an address which has an interesting financial report. Wes Edens is head of Fortress - and of Brookdale Senior Living. Fortress owns over 60% of Brookdale (BKD). The May 2008 article covers the 7 Billion dollar loss by Fortress. Interesting reading. Note when the company began and where it sits today. Does the word "Ponzi" come to mind?
http://www.1440wallstreet.com/index.php/site/comments/
marking_wes_edens_and_fortress_investment_group_to_market/
My husband and I left Holiday after 3 1/2 years of being employed by them. We started our employment when it was still owned by the Colson's and left shortly after Fortress bought the company. We saw the writing on the wall and after a few short months of Fortress's reign we saw where they were going with the company. Well, that's another day and another posting.
We made 100's of new friends during our time with holiday. And you are right, at the end of the day the residents are what makes the job worth it. They are the ones that fill your heart with warmth and love. They are the ones that fill the void if you have lost a parent or loved one. The residents, their children, their grandchildren and their friends become your family.
So to answer the question why do we care, we care about the well being and happiness of the people who brought love and compassion to our hearts and who asked for so little in return. We are still in touch with several of the residents, via email and mail and even the occasional visit to the building(which, as you know, had to be blessed and approved by a RD - than God our RD is still there and liked us!)
We will never forget our time with Holiday or the many friends we have had the privileged to get to know.
Thank You! Well put!
I was re-reading a few posts and found myself getting angry after reading this post and a reply to it regarding contact with residents, family etc. I was especially disappointed that Holiday "frowns" on this contact after employees leave, and in the following post a visit had to be approved by an RD. Who do these guys think they are? They pretty much own you body and soul while you are on the payroll, but after that..why? If a resident wants to stay in touch, how can any corporation dare have an opinion or a policy against sucha a thing. This is still America and people can visit or speak to anyone who wants the contact. Just a further illustration of the arrogance of middle management.
Just talked to my last building 6 move outs and nobody likes the mangers. 2 dogs on 3rd floor also replacing soiled carpet but I guess thats worth the huge rent and desperation
Here in ours we got people moving out fast. New managers and new co-managers and the residents dont like either couple. They are mean to everyone and we got people who moved in when the building opened years ago who recently moved out. It is getting hard to stay when no one seems to care anymore.Hours being cut, less workers cause budget cut so we have to cover more rooms. After 7 years here I am looking for other work.
I slept late today, thankfully in my own bed, in my own home, with absolutely nothing on my agenda but rest. In a few days my partner and I will begin looking for employment and we will be more careful what we believe from the next employers. We heard about Holiday, the touch, yadayada and it sounded great. We are both naturally gifted with a love for people and the hospitality to willing serve others. What we could not know is that at Holiday, nothing is really what it appears to be. The marketing is clever and the deception is world class. Get them in no matter what it takes. Offer free rent, or trips, or moving costs etc, just get them in and make it hard to leave. The technique for capturing managers is also clever. Find a couple somewhat down on their luck, having lost a job or better yet their home. Offer to solve all of their problems regarding food shelter etc. And get the new co managers as far away as possible from their family and support system. Make your managers and co managers absolutely dependent on Holiday for everything so they will become bond servants to the corporation.
The relationships that can develop between residents and managers is awesome. It happened right away and we fell in love with the residents. It was the most difficult part of out decision to leave and we still feel saddened and guilty about running off. But our physical and emotional health did not permit us to continue and we prefer to have no money vs. continuing to work under the management system at Holiday. Fortress is surely destroying what the Colson family built. I think it would be a wonderful irony if the Colsons or some other investor could buy the assets at a deep discount and re-establish the True Holiday Touch. Current management doesn't give a damn about employees at any level. All are replaceable. The number one topic of conversation amongst residents is guessing how long the newest managers or co-managers will last. Warning to those considering employment as co managers: Have an exit plan before you sign on. Have some money available to get you home. Agree in advance that your spouse, marriage, health are all more important than this job. And always remember, Lincoln freed the slaves.
I applaud you - and your partner!
Very aptly done and so true. What you describe is why I maintain Holiday does have a 'cult-like' setup. The deliberate secrecy, the carefully maintained isolation of each employee belies the hype of the 'words'. The constant threat of firing, of immediate removal without opportunity to say good-bye to the other employees and residents, the 'believe what we say and do not ask questions' attitude is exactly how a cult operates. You nailed it right on the head! I am so sorry you two had to experience such.
May I inquire how long you served and how many different communities were you in? I am not certain precisely how it was during the Colson years, but during our tenure it was as you described. If only the Holiday we experienced at Home Office in Salem, Oregon could be the way it is in the field - then it would be worth the effort.
Again - I applaud you! I hope you find a new direction quickly. One point to offer - be very careful about the storage building manager opportunity. Consider checking out sites like: working couples dot com, etc..
In a better world the corporate hotshots would actually listen to the 'workers' and do something - in a better world. I retired from a company who did so and they were a pleasure to be a part of.
I would like to add here that I just checked the stats on this blog (something I don't do often) and so far over ten thousand separate 'hits' have occurred. These 'hits' do NOT include web crawling bots, but are actual people reading your comments. It is gaining ground rapidly - thanks to you, the readers and commenters. For a 'niche' blog of a specific topic this is quite good. We're getting there, keep it going! Thanks.
The latest I am hearing is that many buildings are being sold off by Fortress.
Makes one wonder what about the entire staff in such buildings let alone the residents.
My husband and I wanted to move to KC because of family for 2 years and a brand new set of managers were promised Kc after 3 months of training and 3 months of filling in for buildings that managers had quit! We were fill ins in 4 buildings averaging 7 months to 1 1/2 years for 4 years and ended up quitting
EXACTLY!!!!!!!!
As I see it, one of the biggest problems with FIG is their refusal to accept the old Holiday business plan. They are constantly trying to "build a better mouse trap". No doubt because they thought that profit percentages weren't high enough. Their misguided attempts at marketing are giving our communities an auto mall feel. "Move in and Cruise in" and "Birthday Bash Celebration" have come with pages and pages full of rules forcing managers and the A/R folks to learn new guidelines for inclusion into rental contracts each time, while trying to infuse communities with a carnival like atmosphere complete with garish buttons that the whole staff is supposed to wear and loud, tacky posters to adorn our walls.
They've also been "improving" policies and procedures so much that it's getting to be a full time job to keep up on them. Used to be that getting an M-1 approved took as long as sending 2 faxes. Now with the improved electronic format, between filling out the M-1 form that no one sees anymore and duplicating the whole thing in an email (because Blackberries can't read forms) the whole process takes a half an hour and you're lucky if both the RD and AMD read it first time around and approve. Most current managers could go on and on about how much extra time these new P&P have added to what is already an overcrowded office day. Anybody who's managed a building knows how difficult it is to get a half an hours worth of uninterrupted time but the new suits in Oregon seem to have no concept of the demands that the 30 to 50 residents who walk into or call the office each day place on our time.
Too bad corporate won't realize that we should be offering lifestyles to residents not used cars to drivers
I had to laugh out loud at the last line of your posting. The most recent "manager" put in place is a used car salesman. I guess FIG knows what they are peddling.
Then when you quit you are qualified to be a USED CAR SALESMAN
I am curious to know if these "promotions" are working? also, what do you tell your current residents, whom I am certain have had a rent increase when they ask to be given the same special as the new residents moving in. When I worked for HRC, I remember Bart saying that we were not a company of policy and procedure, but a company of principles and guidelines.
I have acquaintances who are in the same business as Holiday Retirement - renting or selling lifestyles to senior citizens. This morning I spoke with several of them by telephone and each of them expressed the same sentiment. They hope Holiday and Fortress continue doing exactly what they are doing now - sending business to their competitors. One of them went so far as to state that lately Holiday has done more to increase his occupancy than he and his company (a competitor company) could have done by themselves.
The residents are old, but they are not stupid or out of touch, (for the most part). The reason many stay with Holiday is that it is too much trouble to consider moving. If a smart competitor offered a painless moving solution, I believe you would see 10-20% defection in less than 90 days. Getting a rent increase and a noticeable decrease in service and benefits makes no sense in this economy. Residents are seeing reduced hours available for the bus; reduced hours and services for the enrichment coordinators; minimal staffing for housekeeping (hours cut again last week) and elimination of entertainers who had been coming for a long time. I can tell you, residents are not staying for the food either. You can only put so many different sauce combinations on chicken and pork. It is still chicken and pork. There is a huge opportunity for any competitor paying attention.
Since no one dares to bring up the subject:
Is anyone on here aware about how long FIG is paying the severance packages for?
Seems to me that a lot of people who were let go with a severance package should start to be able to say “something”. A lot of good people especially those from home office should be pissed off enough to be able to start telling us all what really is/was going on over there. Many of us are very interested in knowing how the HR people (who are a bunch of rats and take great fun in firing people) treated you all.
I thought everyone was employed "at will", essentially without any sort of management agreement - meaning there are no restrictions as to ones activities following employment.
NOTE - There was no "severance package" ever mentioned during our HRC/FIG experience. Is this something new?
As I understand it Holiday gave only Home Office staff the severance package - not anyone in the field. I also believe part of that package was a non-disclosure agreement, but for how long is the question.
Searching through the internet I found an interesting site of a senior living option. Check out the visible "Freedom Dining" option at this place. http://www.rlcommunities.com
This company provides a far superior lifestyle and is competitively priced versus HRC. A small company, but has growth plans.
There was a non disclosure agreement required to get the severance pkg. Home Office Employees are elegible to be hired back with full seniority, vacation accrual level, etc, if hired back within 6 months, but there is no end date for the non disclosure.
And you think some of these folks will be re-hired within six months?
Hell, rumors have it that the next round of people are going to be let go.
Very doubtful, but with unemployment in Oregon at 12% now, I bet some are holding out hope!
I believe the six months is about over. So far I have not learned of a single person rehired. Does anyone actually believe they will suddenly decide to hire people back because of the time limit - that is bad business? Why do this when it costs more?
However, the next day after the time limit runs out, one may be hired again at a lower rate of pay with the probationary period again in effect (a new hire). This makes a modicum of sense but I wager it won't happen either.
I would love to somehow hear Mz. Bauer's take on everything. She is one exceptionally smart person!
Two quick comments re benefits. My spouse accepted employment a few years ago, with a family owned business, pretty good size and well known. The hourly pay was not great, but the benefits appeared generous. After a few weeks, it became obvious the strategy being employed; out of 50 employees, less than 10 qualified for benefits because of turnover, voluntary and otherwise. This was well known within the company, but not to outsiders. The owner wanted benefits for himself, family and a few close employees and it cost almost nothing since he didn't keep people long enough to qualify. From the turnover ratios discussed in this blog, 40 percent of co managers don't last 6 months, so they cost nothing for benefit. By year end 60 percent turnover wipes out another chunk. So there you have it. "Full Benefits!" in the recruiting ads. Big carrot....long stick.
The "NEW" format for doing business - from Wal-Mart to KMart - replace long termed full time workers (with their higher related costs) using new hires and part timers (lower benefits and health-care costs). Millions of dollars in 'initial' savings.
Wow, DL! I took a peek. While the Freedom Dining is available only at two of the six communities currently, it looks like they started by taking more than a few pages from the Colson's book. Did you notice Resort Lifestyle Communities'[RLC] very close alliance with its sister company, Cameron General Contractors.
To wit:
"Cameron is responsible to locate, purchase, zone and develop properties, delivering completed facilities to RLC.
Resort Lifestyle Communities provides the day-to-day operations, management and marketing of our communities. Both companies are over 18 years old, and began formulating their designs, financing, and operating strategy for Senior Independent Living Communities in the mid-1990’s."
Like I said, Wow!
Agreed! Colson set the pattern- and proved it. I was also struck by the proximity to HRC. XL is the same, but the Colson presence is touted. The difference I noted is that RLC appears to be forward thinking regarding the future and baby-boomer needs - while HRC has chosen a stance of backward mobility. Colson pioneered and the rest came aboard, learning from what he did.
DL,
Thank you for the plug for my company, RLC not only appears to be proactive- we are! Although Freedom Dining is currently offered in our 2 newest communities, we are in the process of converting our other 4 communities to similar dining programs. In addition to Freedom Dining, we also offer 24 hour a day Concierge Service, Valet Parking, 150 seat theater, in house bank, in house sundry shop and a state of the art fitness center. All of our apartments have full kitchens and washer/dryer hookups and large walk in closets. The apartments on average are very spacious, we only offer a couple of studio units in each community, with the majority being 1 and 2 bedroom, but we also offer 3 bedroom units in our newer communities. We do have live in managers, but no co managers, instead we have the Concierge team as well as a dining room manager.We are a small but growing company, we currently have 4 new communities under development, with plans in the future to start 6 new communities per year for the foreseeable future.
It wasn't actually a 'plug', per se.
Permit me a chuckle here - on RLC's homepage they state a "distictive" lifestyle - one of the first sentences on the page. Could they possibly have meant a "distinctive" lifestyle? Rather a large 'goof' on a website being used to attract customers. It puts the entire company up to a lower standard when read by a prospective by not proofing before publishing. I'm not being picky - it jumped out at me.
I listed RLC because when I read over the entirety I was rather impressed. I'm wondering the rationale for the 150 seat theater room and has it paid off. I think it is a great idea! The seating is comfortable for the elderly, with couches tastefully arranged. Someone was obviously doing their homework. The Freedom Dining is a great idea also - elderly residents hate getting up early because they are up most of the night.
May I attempt to 'spot you' here? I gather you are also an HRC alumni and, if so, it would be interesting to read your comparisons between the companies, including their treatment of employees and residents. Does RLC seek to cater to a higher clientele than HRC? Valet parking, concierge, etc. - nice! Are their onsite managers treated with respect - and does that same respect get passed down through the ranks? The free local move is a very nice touch, should be paying great dividends. I also like the Finance Options - another service which can be of interest to prospectives. From what I can ascertain this company seems to actually CARE about residents - am I correct or not?
Welcome to you and my gratitude for your comments.
DL,
Thank You for pointing out our typo, it is being rectified immediately. I will address your questions in the order you asked them. The theater has paid off tremendously, not only is it a comfortable space for our residents to watch movies, sporting events and entertainers, it has also become a meeting place for the surrounding communities. We make the theater available to professional groups for training and seminars as well as community groups such as homeowners associations, little leagues, schools, churches etc. for programs large and small. One of the neat features is that we even provide special devices for the hearing impaired to better help them enjoy the activity. The Freedom Dining does provide our residents the ability to dine on their schedule not on our schedule. As far as my past employment, I did indeed work for HRC for nearly 6 years in the home office. Making a comparison is not easy, and may be a little unfair since I am quite certain that the HRC I worked for no longer exists. My time at HRC was very valuable to me and I hold onto many fond memories. I made a lot of friends at HRC and still have several of those people in my life today. The Holiday Touch back then was never used as a marketing slogan, it was a way of life. I can't speak to the HRC of today, but I am very certain that there are still some "true believers" from the old days that are still there and I wish them all well and I am rooting for their success. At RLC we treat our residents and staff the way in which we would like to be treated, with respect, compassion and dignity. As far as the customer, I wouldn't say it is a higher end clientèle, as much as a clientèle that wishes to receive a high level of service, yet still feel like they are getting good value. The free local move has been a marketing standard of mine for the past decade in this business and it is a terrific tool to help our customers make the transition as effortless as possible, we do offer other incentives from time to time, but I don't do "specials" or price reductions. I believe an incentive should only be used after the value has been built and the "sale" has been made, the incentive should be used to make the "move-in" happen a little faster. The Finance Options has been helpful, and we will continue to look for other resources to help our customers embark on their new and improved lifestyle as soon as they wish. We do care about our customer, they are our reason for being, without them there is no RLC, and I will tirelessly work to help them realize their dream of a fulfilling retirement.
Thank you! Allow me to plagiarize "notmyrealname's"statement from an above post -- WOW!
You just made my day. From the precision of your postings I would imagine you have touched a chord with the other bloggers on here. I tip my hat to you. Thanks. Your words have the ring of truth.
My pleasure, btw- the typo on the website has been corrected. Thanks again.
Interesting. FYI - several days ago I emailed RLC for two reasons - one was to request their permission for me to set up an actual 'link' to them because of the positives I see in the company. Second was to suggest they proof before publishing and used the 'distictive' as an example. Nothing was done or replied to as of today, yet you manage to get it corrected immediately (I just checked it).
Whomever you are and whatever your affiliation with RLC you just accomplished something in a few moments. This could not happen in the HRC of today. I am impressed. It is my hope you continue to join in.
If you don't mind, could you email me with the address you sent your email to, I would like to ensure that our systems are working properly, as well as to discuss a link to your site. I will participate from time to time, I check your blog on a daily basis, as well as several other senior living blocs, sites and portals as part of my daily ritual. Thank you DL for establishing this forum, I think I would have enjoyed working with you.
Hey Jerry F, glad to see you are doing well! Last talked to you at So. Salem HS parking lot. I had a stripped shirt. Things are very odd at HO. No communication, no encouragement, no nothing. I think like with Sheryl, they just want us to go away. Everyone is looking or bailing out to either Bonneventure Senior living or Hawthorn. Everyone else is grabbing life vests!
Hey Current
I remember that conversation. It is sad to see a once great company fall the way HRC has. I remember having a talk with Bill Colson, and he gave me some guidance on how to make business decisions at HRC. he told me "Before you make any decision ask yourself two questions; 1. Is it good for our customer? and 2 Does it benefit the company? If the answer to question #1 is yes then the answer to question number 2 is yes, if the answer to question number 1 is no, then the answer to question # 2 is no.It is that simple." He also told me that the most powerful person at HRC was 5 foot tall, had grey hair and on average was 82 years old- the customer. Hang in there Current.
It is too bad, but Holiday Retirement is falling apart. Advice to the CEO & COO - fire the bad regional managers and the bad building managers. I just heard today that one building has gone thru 5 or 6 co-managers who have all quit the company after working with one current manager-couple. This building was formerly 100% occupied for years...now it is falling. No, it is not the economy -- its the bad managers. The regional Blue-Light-Boy has no idea either about what is going on. The food has turned to --- good one day --- leftovers with gravy the next day -- more leftovers with a different gravy the next day Activity directors have had their hours cut from 40 to 32...no cookies on the coffee bar...lack of personal touch from management. ( they are too busy listening to the regional managers yelling at them for census ) In this bad time, managers should be having regular staff meeting once or twice a month. These meetings should be like the WalMart meetings...upbeat and full of compliments. The managers should be saying to the co-managers --" I'll give you a 3 day weekend off next, but with one condition --- you give us one the following week". On a day when everything went good, gather the housekeeper/servers after lunch and say --"you did a real good job today and made everybody happy".
The negative attitute at Holiday needs to stop immediately before it sinks to the bottom. Right now it is just about floating. No stability in mananagement staff...food worsening and fewer activities and happy times.
Amen, brother! You have my vote for RD or higher. Let's put some Magic back into the Magic Kingdom. Even Mr. Scrooge got the message by the end of the book. Let's hope somebody at the top can read.
THIS JUST IN:
Vail Resorts executive to join Holiday Retirement
Associated Press - May 22, 2009
BROOMFIELD, Colo. (AP) - Vail Resorts Inc. says Stan Brown is leaving as president of RockResorts and Vail Resorts Lodging Co. to become chief operating officer of Holiday Retirement Corp., a retirement housing provider.
Brown's departure is effective June 19.
Here's more:
http://www.bizjournals.com/denver/stories/2009/05/18/daily69.html
Look at MTN (Vail) stock chart - not too solid - and go back to 2005's articles. I would surmise Stan Brown is market hopping, but this is pretty standard with CEOs, COOs, and CFOs throughout the system. This group of top echelon appear to stay with a company anywhere from six months to two years, then leave with bonuses and stock options. For them it is an 'always win-win' - lower tier corporate raiders. The last thing they care about are the rank and file workers - they are concerned only with building their own reputations, not a company. All the media hype is usually to cover a 'lateral promotion' . Think of them as 'City Managers' of the corporate world.
It is the exception, not the rule, for this tier to ever commit for a long term. To rebuild, or turn around, a company takes long term thinking and loyalty - something not there with the 'raiders' .
Did you notice that in addition to a new COO, which by the way Mr. COO, HRC's customers stay longer than 4 nights. HRC is also looking for 3 upper level marketing people- a department director, online marketing director and director of partnerships. Funny, considering back in the early 2000's one guy ran the whole thing and occupancies were at 94%!
I worked for HRC for many years. I still cry when Bill Colson's name is mentioned or I think about him. What a great man!
I don't believe the negative comments regarding Bart are true. He was, and I personally witnessed, mentored by his father that few must have never known. It was a true father-son relationship. Bart did and does care.
There are good and bad things in every company. Believe me, I am a product of the corporate world. I really never felt in the time I was with Holiday that it was the corporate world. If you ran your building within the guidelines on a 3 Star (or 5 Star) basis as you were expected to do, no one bothered you. It was the greatest experience in my working years, which were many.
I have retired now and did work under both of their regimes (HRC and FIG).
Thank you Bill and Bart.
As I sit going through my journal I am struck by the deliberate acts of disrepect and downright mean responses often displayed toward the residents and staff. Acts which, if not outwardly condoned, are largely ignored and, at the least, tolerated.
One day, during dinner, the female half of the managers was having to serve. She bent down, picked up a bussing tray, and totally lost it. The next thing anybody knew there were bussing trays sailing across the kitchen. Apparently she had picked up one that was wet and her blouse sleeve got the wetness from the tray. Six trays were sent sailing in her anger, accompanied by rather strong and unladylike words. As all the trays hit the floor one of them bounced, and connected with my ankle - resulting in a pretty decent cut and swelling. Then she grabbed another tray, ran a towel over it, and stormed out of the kitchen. The kitchen staff froze, staring at each other for a few moments, then just shook their heads. They were used to the blowups. The final outcome was a mumble by her husband that there must have been 'some misunderstanding' about the event.
This same manager husband was asked by a resident for help. The resident used a walker and was caught in the doors while trying to get outside for a smoke. She is a very frail little old lady and could not push the doors away from her walker, being wedged in between them. The manager walked up to her, looked at her for a moment - and said, "If you didn't smoke you wouldn't have got stuck." - and walked away without helping her. I was nearby and caught the byplay of this, helped the lady outside and asked a staff member to keep an eye on her when she was ready to come back in. The lady told her daughter, who took it up the ladder. The manager's response to my 'interfering' was an attempt to loudly chastise me in front of the dining room. Didn't work!
In the past forty years I have never lost my temper. I came very close on one occasion when this same manager caused my wife to cry. The last time my wife cried was at our son's funeral - and it takes a lot to get her to that point, but he did it by being mean to the residents. He wasn't just mean, he was deliberately controlling cruel. The man walked around with mental mirrors attached in order to bask in his own brilliance. He and I had a few quiet words in private immediately. He questioned if I was threatening him after he learned his neck could be twisted 180 degrees if he ever made my wife cry again. I calmly informed him I had never threatened anyone in my life - it was a statement of fact he could count on. At a later date, during the corporate 'meetings' this was brought up - to his chagrin.
My wife does not accept being referred to as "sweetie", "Babe", "sweetheart", or "sweetness". Definitely not by a manager - and most emphactically not when the terms are used to elderly residents - who do not like it either and pay the bills. She does not use profanity at all (even at me when she is mad), and she politely called another manager on his constant use of the "F" word during staff meetings. The staff had previously tried to get him to stop being so vulgar, but to no avail. He responded that when he called women by those names it was a sign of respect where he came from. He said his use of the "F" word was to get his points across. Being called on it by her during the meeting upset him greatly. The next morning we were pulled into the office and told to close the door (you know that routine) - then he went into a lengthy rail about being called down in front of staff by a co-manager. We listened to him without interruption, then both of us informed him the next time we would file a formal complaint with HR. He quieted down and the meeting was suddenly over.
When I begin to put the journal online these will be included in more detail. I believe it will be interesting.
The above situations are perhaps not common in the communities, but are not a rarity either. How hard is it to keep such from happening? How did any company get to the point where a lack of respect to co-workers and residents is ignored, where problems are swept under the carpet rather than solved quickly? I realize managers do not want an RD to know they are having problems, and RDs do not want the District Manager to know they are having problems, and so on up the ladder. But a problem solved while small cannot grow into a bigger massive problem.
The best marketing tool available, bar none, is a contented resident who tells a friend or two. This is touted by the company, but it is not ACCOMPLISHED by the company. When a resident, or a resident's family and friends, have primarily negatives about a community those negatives spread like wildfire. All of the hyperbole put out gets shot down with a single situation.
We, my wife and I, have often discussed options. Why isn't there a 'wandering couple' whose job is to go quietly around to the communities and walk in the door totally unexpected. Give them the authority for instant corrective action when needed. Once word of such a couple got around the potential of a visit by them would have far reaching effects. Rather akin to a speeder barreling down the Interstate and seeing a cop car parked. The fact of it being a 'fake' or 'decoy' car is immaterial, it still slows the speeder down.
"Wandering couple" or secret shoppers etc is a great idea for keeping people on their toes. I remember years ago when Sam Walton was alive (Walmart founder), he would casually show up at stores unannounced and chat with store employees. It accomplished two great missions, one was accurate first hand information about his stores, employees, business etc. Second, employees were blown away that Mr. Walton cared enough to show up in person with no fanfare, no special put on a good show for the boss...etc. From his humble beginnings to the largest retailer in the world. Visionary leadership makes all the difference.
You have that correct. His belief that more sales and happy customers were brought about by happy employees has been proven time and time again. His life story, like Bill Colson's, is filled with acts of kindness toward strangers and a deep abiding respect for others. You did not work 'for' them - you worked 'with' them. Sadly, after the demise of both of them, each of the companies quickly set these concepts aside - and the results are showing.
Good point, thanks.
I think we need a special place for the Journal of Unbelievably Awful Things that happend while on duty at Holiday. And if you are like me -- there were phone calls on our days off (emergency -come back right away (dishwasher didn't show)) and text messages to step out of the movies (housekeeper work plan could not be found), etc, yada, yada, yada. Some are humorously stupid and others are instances of unmitigated gall and general arrogant BS!!!
My parents have been residents at a California Holiday facility for a few years. They just made arrangements to move to a slightly larger unit with the understanding their rent would go up by $50 per month. After the move they were informed that it would, due to market conditions, actually be an increase of $600 per month. We're going to be looking into this, with an attorney if necessary. With vacancies in the building and given the large drop in real estate market conditions in California, a decrease would be more in order.
Hey, it makes perfect economic sense to the bean-counters. If your customer base begins to diminish you just raise your prices to make up for it.
What could be simpler?
Except it seems like you'd have a better profit situation with all apartments occupied. Has anyone heard of informing a resident about the $600/month increase, after they switch apartments?
The Laffer Curve concept has been around since about the 14th century. It makes total sense, so no wonder those in control won't follow its doctrine. I recall a recent article about a person who owned a chain of movie theatres. Business was down, way down. His competitors were raising the price of tickets and complaining because business kept going down. This owner said he sat down in his study one night and had an epiphany. Why not lower the price of tickets and offer extras to offset the lower price.
He studied it, put it in motion, and found his business increased almost immediately. He added more items in the theatre concession, even raised the prices on popcorn, candy, and soda, and people bought more concession items because they got in cheaper to start with.
I also vaguely recall a memo out of home office regarding this same problem. As I remember the memo - it argued the "Laffer" doctrine, claiming HRC would lose money that way. It took the stance it was less profit potential to freeze or lower the price than it was to have empty apartments.
Randy: Even before we left HRC the paperwork was out regarding your (type of) situation. Present residents would have a 'freeze' until their rental anniversary, then the new increases would go into effect. New residents would have the increases up front. Reading your comments I wonder if the managers might have pulled a tad of 'sleight-of-hand' with the paperwork in order to keep residents. Without you going into slightly more detail it is only a possibility. It could have been an 'incentive' which was short-lived only.
My wife and I drove into the city this morning for shopping and enroute we passed a community. Out front were two moving vans loading furniture - loading, not unloading. Visible from the highway was a sign stating 'apartments for rent'. The place is really looking run down. Budget cuts and repairs? Sad!
Right you are, Randy.
Why am I reminded of Arthur Laffer and his theory on taxes -- which altogether too many politicians fail to grasp -- Simply stated tax revenues are more likely to increase when tax rates are decreased than when they are increased.
It's the difference between arithmetic and economics.
Would you be interested if you received this cover letter at your company?
"Holiday Retirement Corp.
To Whom it may concern:
My wife and I have been interested in your company for some time now and desire to become live in Co-Managers. Due to conversations with (xxxxx xxxxxxx), a friend of ours at a Holiday facility, we are eager to initiate the process to hopefully be accepted by you as the company of choice. We have talked briefly with Regional Director (xxxxxxxxxxx) via telephone and are most interested.
At age sixty-three I am in very good health and physically active. We are people friendly and have experience caring for senior citizens. We both have business and managerial related skills which we feel would be a benefit to your company. I am a published novelist, computer literate, and publish online. I have always worked at least two jobs simultaneously and long hours are a norm.
We are not ready to be 'retired', but are very interested in a lifestyle change which would enable us to be beneficial to those who have chosen to enjoy their own retirements.
Sincerely,"
The above, along with resumes, was sent online to Holiday. As mentioned earlier, we received numerous offers within a few days. We were hired over the telephone for a particular community in an area we desired, and the rest was set in motion. The managers who 'accepted' us asked if we would waive a personal interview because our credentials were "perfect" - (looking back we realize it only meant they needed a breathing body to pour coffee and lock up so they could get some days off).
At no time did we fill out an actual application for employment - our personnel folder contains no application. Which brings me to this point - what is it with the 'secrecy' of the managerial personnel folders? Our first set of managers (the male) literally ordered us to read his folder, repeatedly doing so. He bragged that no manager had ever received a higher yearly evaluation by a Regional Director. Finally I gave in and read his eval in his presence. It was truly great! Down the road I had occasion to ask the RD why he would have given such a high rating to that person - to which he responded it didn't happen. It turns out the manager apparently redid the eval, rating himself so highly, and inserted it into the folder. The initial eval, according to the RD, was much less than satisfactory.
After we had read the folder both manager files suddenly disappeared from the locked drawer. When questioned we were told Holiday decided that managers's files were to be kept in the managers's apartments, not in the office in the locked drawer. I found it amusing that both of them possessed the bare rudiments of any education, yet they touted to residents and staff how brilliant they were - (making up stories).
The next set of managers never put their folders in the office at all, and so on. What is it? Are they afraid co-managers will read them? It makes no sense. One set of managers even removed our folders from the office, claiming Holiday requirements of keeping them in their apartments also. When these managers left the community on a sudden transfer they took their files with them.
I lay claim to being nothing more than an elderly person of varied life experiences and education, nothing more and nothing less than anyone else out there. We left our home, sold our businesses, traveled over eight hundred miles - because we felt such a strong affinity for this "CONCEPT" that we desired to be a part of it. Even now, while I am writing this, I feel the 'pull' of the Concept! It touched both of us to such a degree that I do not think the 'Concept' will ever totally go away.
Isn't that amazing?
And I concur with "Wonderland" - it does make us mad that we are prohibited from returning to the community to visit people we came to love, with a few very close friends. We can meet them somewhere 'outside' of the community if we wish, but were told not to return to the community in order to prevent upsetting the residents so they can 'move on' with the next set of staff. I understand the rationale behind it, but I don't agree with it.
In my entire working life this is the first company I ever heard of that would 'promote' someone, transfer them hundreds of miles away, and not offer incentives for the promotion and transfer. Usually some type of monetary 'raise' is included. When the RD tells you to move to another community you would think better salary would be part of the move, but Holiday doesn't do this. Time has proven that staff will do the transfers without anything more than the initial 'pat-on-the-back' and the purported ego fulfillment of serving the company and residents.
When FIG took over there was a wholesale change in the organization of field management. From the perspective of all the facility management teams within our region, this was a change much for the better and long overdue - but that's another story entirely.
After that, however, the first shoe to hit the floor was the departure of Joe Gambacorta [sp?]. The final shoe was that of Sheryl Bauer, who was the single remaining vestige of "the Touch" - remaining near the top of the Holiday food chain at the time we decided to leave.
If the new folks at Salem do decide to do a belated "exit interview" of former managers, we would gladly participate, if only for the sake of all the residents that we got to know and love. I'm not sure what real hope there is otherwise for the company.
TOTALLY AGREE.
Exit interviews were never done. Why ? Because they afraid of the answers? The 2 new bosses would do justice to do "belated" exit interviews to find out why the company has slipped. We loved having 130 grandmas & grandpas
in each building and we feel bad what they are now going thru.
Do you really think FIG gives a damn to hear from former managers? The Blue Light Specials gives them all the answers, right?
Yeah, wonder when they will start telling the truth.
Any couple looking for a co-managers position in TX?
Please let me know and I can help you.
e-mail me at: achmed08@yahoo.com
Did anyone notice the press release about Fortress taking over the management of D. B. Zwirn? About one hundred of Zwirn's team will come aboard Fortress. Zwirn imploded back in February, with Daniel B. Zwirn writing personal checks of around $50 million to keep his leased offices open. Google it, or look at the FIG report press release, then follow through on the research about Zwirn (another Hedge Fund) - interesting reading.
Fortress stock going down - again - and as usual. So what do they do? They latch on to another loser to play 'catch-up-raider'. Poor Holiday is going to pay an even higher price before all this is over. And, with government regulations on hedge funds in the works, there is a lot of investor nervousness.
I have noticed a couple of interesting coincidences with regard to Brookdale and FIG. Fig mysteriously rose from the dead just a short while ago to spike up in price above $5 per share, and the company issued a bunch more stock at $5 for working capital and debt repayment. A couple of weeks later, Brookdale stock has mysteriously climbed in price and BKD does a large stock diluting offering to pay down debt etc. FIG still owns 51% of BKD after the offering. Since Holiday would fetch firesale prices on the open market, perhaps BKD could "aquire" Holiday, thereby bailing out FIG. Between the two companies lawyers and accountants, they could make it near impossible to figure out who got screwed. Clue: it will be the public shareholders, like always. (Oh well, this must have just been a bad dream...back to sleep now).
Achmed asked whether FIG really gives a damn about hearing from former managers. The answer is rather ironic.
If anyone who has commented on this blog owned a consulting business hired to evaluate a company - that company would have paid out an exhorbitant amount of monies to learn what is being offered here by all of you for free. There is an old adage, "Something's value is usually determined by its cost." Holiday's (FIG) 'cost' is much more than the financial loss of residents. That 'cost' is tallied in loss of employees and goodwill created by those employees. I can guarantee that the competition is taking your words to heart - the emails I receive show this.
At a turnover rate of 40% to 60% in a year's time it adds up to a tremendous loss. Figure Holiday has, what, ten thousand employees company-wide? That means, at only 40%, four thousand of them will not last the year and must be replaced, along with the 'training costs' inherent in the jobs and the bad publicity. The problems can be solved - and at a cost positive result - but first the problem has to be addressed, not simply ignored.
Each member of the management team earns an average base rate of $26,000 for Managers and $23,660 for Cos (yearly base rate). An Executive Chef at Holiday starts at a base of about $40,000. The maintenance man makes more money per year than a member of management, as does the average Sous Chef. Plus, they get to go home each day to a family and a life separate from their jobs, including hobbies.
An example: As of this date I have never received any type of response to the letter sent to the CEO Jack Callison - not even a "Thank You" or a 'buzz off' response. Putting myself in the position of a company CEO and I had received such a letter from a customer or employee, that letter would have immediately received an answer by return mail or a telephone call. Over the years I have received responses from giant companies, as well as tiny businesses, as a customer because I took the effort to contact them about a product or problem. I consider it terribly rude to ignore such, both in my business life and in my personal life. No one is so busy they cannot take the time for a response to a customer or employee - no one. My wife and I have corresponded with Presidents since we were young and always received some form of response, even if it was only a 'form' letter sent by a publicist or secretary.
When the Clintons were in the White House I was invited, as an artist, to do some work for them. That work was displayed in the White House and later sent to the Smithsonian where it will reside from now on (probably in a forgotten box in the basement), but I received responses for doing it. It is called 'simple courtesy'. And Holiday appears to have lost 'simple courtesy' with their employees, period.
In an above comment I can offer a prime example of 'courtesy'. I had offered the web address of "Resort Lifestyle Communities" because their website impressed me. Jerry F. responded with a most rapid, courteous, and professional reply. He immediately addressed a 'problem' (albeit a minor to him) and corrected it. It truly is that simple to do in most cases. He now personifies his company to everyone who ever reads this blog, and does so in a most positive manner which will have far reaching effects. Now, what is so hard to understand about this concept by Holiday?
By the same token, what do you suppose the FIG response would be if a bunch of former managers wrote to them?
http://www.fortressinv.com/site_content.aspx?s=17#
DL,
thank you again, I enjoy reading your blog. I am currently at our community in the Northland part of Kansas City and it is just a great place, the residents are very happy and having the time of their lives.
How about you ?
How about me? I am in heaven, I work with a group of people, from Ownership to the community level that truly share my passion for serving senior citizens. I have been in the senior housing industry for nearly 20 years and to this day I wake up every morning excited about going to work, because I know what I do has a positive impact on someones life.
Take Care.
I just noticed they need a dining room manager!!! It pays better than Holiday
Jerry I was there and it is a wonderful property. Unfortunately for me they were fully staffed.
Does anyone wonder why none of the new "Fab 5" in Salem have not moved to Oregon? Two are from Colorado, one from Arizona, one from Chicago and another from Alabama. Interesting....
You mean that none of the top company officers are working at the Salem, Oregon office ?
If that's true....watch out everyone in Salem. They probably are going to move the corporate office to Pakistan or Costa Rica ....
No. I understand they work in Salem, but none live in Oregon. They all commute....
Does anyone know the current overall company occupancy ? I'd be curoius.
Phil, you raise a good question I've asked before. Are census reports [by district region and community] no longer available to managers on the portal?
At the end of April, the Census report was no longer available to be be put on the Portal and was further broken down and distributed only by Districts. The only people to see the entire report are the top dogs.
Wow! That tells me a whole lot -- especially confirms my suspicion regarding the loss of any knowledgeable leadership in Salem.
During my research on Holiday-(after Fortress bought it)- I heard the new CEO quietly referred to as "The Demolition Man". Every day it becomes more clear why the nickname. Also, from the other top dogs jumping on the wagon, it appears "The Wrecking Crew" is aboard and poised to garner the dollars before the doors close. Ah, so nice to have friends who share the pickings.
About now the Home Office in Salem, Oregon must be starting to look like a skeleton staff. Brace yourselves for the downward spiral of field personnel - there's a tornado blowing through.
When I stated in my letter to him (Callison) that our research showed he was the person who could turn the company around, we meant doing so in a positive and growth oriented scenario. What happened to 'growth oriented' - 'positive'? It would appear, sadly enough, that "He speaks with forked tongue" (Kemo Sabe).
Denny - Rob - (Rob) - Terry - Sorry to hear the news.
DL
It sounds like Holiday just lost about 70 years of solid, touch practicing experience."Lost" is probably not the right word- discarded is more appropriate. If I were a home office employee from the Colson era I would be looking for another job, I don't think Salem is big enough for FIG.
Well just found out 3 more long term employees were let go from home office. One of them 20 years and just seems like they get thrown away like dirt.No compassion but oh-my-god...... if they "dare" to speak ill of Holiday they get punished.
Trust me gang, there is a "far better life" beyond FIG/Holiday these days.
Good luck to all 3 of you, Rob, Rob and Terry.
And Denny and Chuck
Yeah I just found out about Chuck. Yet again another star falling from the skies of the corporate world of Holiday.
Chuck was one of the very very best in the company and I personally have had the great pleasure meeting Chuck many times during my tenure with Holiday.
Same goes for Denny.
That region finally had a Regional Director who came from within. Not sure what made him decide to resign but yet again another loss for Holiday. I wonder how long Martha will stay.
Denny has been in the training department at the Home Office for over 10 years. Anyone who has gone through Level II, Level III or Leadership Academy most likely has fond memories of Denny. He was a Regional Director before then and one of the last to have maintained a 100% Region.
It was not his decision to resign...
I worked with all of these people, and they are all terrific, dedicated customer focused professionals. If any senior living providers in the Salem or Portland area need some help- just wait out front of HRC's parking lot, because the best in the business are coming out carrying cardboard boxes!
Please do not publish on blog. I am a Holiday Touch resident. Our community is having many of the problems your site mentions. One question, who is the head person for Chefs and food managers. We can't find who the contact is.
Thanks
Anne
----------------------------------------------------------
(To the commenter: Please note I edited out your last name. I left the rest of the comment as you wrote it on the blog.)
1-800-370-8331 Extension 7227 Resident Relations - If they are still a viable entity. When we were with Holiday every resident was given a refrigerator magnet with this number.
In order for this blog to work properly every person who comments MUST know they have the confidentiality to do so. My email addresses are at the top of this blog, but will list again. When you submit the comment it displays on the site since I do not "moderate" each comment before approval. At that point it can be either deleted by me, edited, or left as is.
dlcharles@windstream.net or thefreebornman@yahoo.com
Last person I remember in the Director of Food Services slot was Michael Midgley.
Hope this helps, Anne.
Michael Midgley is correct
Thank you for the information and for letting me participate in the blog. We learned tonight that our current managers (here for about 8 months) have been relieved of their duties as of tonight and told to leave by no later than Friday by the RM. He's being transferred too after only a few month's tenure. The residents are confused and disheartened that they are not in the loop at all.
Anne
Anne:
I removed your last name again. You do not have to use it.
Almost every word on this blog is there because of YOU - and all of the other residents living in a Holiday Community. Feel free to join in at any time with your thoughts, your concerns, etc.
Does anyone know an RM named Ronnie Moye or Jean Anderson? Is Ronnie a "troubleshooter?" He came and is going so fast, I wondered if he was not a true RM at all, but sent by corporate to "fix" things?
Yes, he just terminated long-time Managers at Lakeshore Commons in NC. They had taken their building from 60% to 100% for 4 years and now are unemployed..... Look out is right!!
Correction Lake Shore Commons in NC has been 100% for years,it was the reason they built The Woods at Holly Tree.THE WORST MGRS IN THE WORLD HAD THAT BUILDING AT 100% I worked there
Watch out everybody.
Any manager...regional manager or chef could be canned at anytime. You are better off staying as a co-manager. The regional managers are under so much pressure to increase census that they will probably do anything. How can you have good managers in every building when 1) so many good people have quit and Holiday has no desire to talk them into staying or hire them back and 2) there is absolutely no training department and all co-managers get is on the job training ( which really takes 1 full year).
Fortress is banking on everything touch to turn into gold. THe senior housing market and a loan to Michael Jackson. Unfortunately the Michael thing is not going to work out because of his recent death. I am sure Foretress was banking on his planned world concert tour and big bucks. Probably the home will face forecloure. Who wants it besides Michael. Pretty soon they will be saying the same thing about Holiday -- who wants its besides Fortress. If census continues to decline there will be layoffs in housekeeping, the kitchen, you'll have part-time maintenence & activities...and the managers & co-managers will do all the bus driving. Be prepared folks -- The name of the game is money, money,money... and the only way to get it is by filling apartments.
No training department...
No marketing .....
Just plain old cookies...
Here is a marketing tip folks. Contact very medical professional in you town and tell them what you have to offer. Leave good brochures, not the ones Holiday has will basically nothing in it. Also leave the medical staff some donuts or fruit...not the cookies that turn into crumbs from the kitchen.
GOOD LUCK FOLKS.
Maybe Fortress's next step will be to bail out Bernie Madoff.
One problem with this...while the country is urging people to be less obese, eat nutritionally, and watch carbs and fat so it takes less medical support for us all, the menu here is so loaded with carbs, starch, fat, and sugar (cookies are the least of it), many doctors (5 reports so far and I've only been here 8 months)are telling our residents who have any health problem at all (diabetes, high blood pressure, heart problems, etc., and which senior has none of these) to stay away. I've been told it doesn't take a special diet, just nutritious food. They're missing the golden opportunity to say they have healthy food to attract people. They can't claim it here...I don't know about elsewhere.
The above post from a resident brings up an interesting hope. As this grows it is hoped that word gets around to the communities and the residents themselves begin writing about their Holiday experiences - both bad and good. All of the concerns expressed to date come down to "what happens with the residents?". My wife and I are extremely concerned about what the residents are going through and what their options are.
There is a resident in southern Florida whom we know. That resident has not only watched her tens-of-thousands shares in Fortress lose value, but has her rent raised. She got hit with a double whammy by Fortress. I can see no way, under present conditions, whereby the communities can continue as before. The growing exodus of residents will not be halted because of hollow meaningless phrases put out by the new management. And where do they go - those residents who are feeling the economical pinch?
Eliminating positions at home office, where everything begins, is about as sane as bungee jumping from a high bridge without attaching the cord first. Now how do the new people get trained? Oh yeah, let's just train them by whomever happens to be at a community. After all, the residents don't complain too much.
How do you get the information out there to the residents that they REALLY DO have control! It is THEIR money which pays all the bills, THEIR money which speaks loudly. Everyone - and I literally mean everyone - depends on THEIR money to be able to serve them, even the hotshots upstairs now.
With a 30 day notice to move out, the residents should look for a better place if they are truly not happy.
You are 100% correct and you know what, a lot of residents are doing just that.
I just moved one in from a Holiday building and she is sooooooo happy to be out of the Holiday building. She was depressed to see what has happened at that building and how really nasty the managers are. the co-managers, she said, were really nice but they just quit.
You hit it right.
The residents are all suffering.
In my limited contact with some current Holiday people all I hear is :
"all they do is keeping raising my rent"..."the quality of food is getting worse"..."there are fewer activities"..."we are having a constant turnover of managers & co-managers".
All we can do as former Holiday employees is to wait and watch the census continue to drop. I know one building where the managers are just plain nasty to some of the residents.
Why is this tolerated ?
I know a Regional"Ble Light" Manager who knows nothing about retirement managament. He has never worked in a building or experienced things like
---only having one server at night----not having the dishwasher show-up on Sunday morning---combine these two about situations with an E-call at 2am and a mistaken e-call at 5am.
Where is Bart Colson .....offer to buy it back and make lots of money.
We are still having problems. The newest managers and co's are "Book" crazy and ask nothing about resident's likes and dislikes. Another question: Is there anybody possibly/remotely like a dietician connected with these menus? The food keeps getting fatter, cheaper, higher carb, lower vitamins, and sometimes even nasty and spoiled.. Residents met with the Chef and Regional Food Manager here today. They think they can tell us anything and we won't call their hand. They don't nutrition from anything!! It's simply gotten to be a case of "I don't want this place to literally kill me!!"
Wow, is it really getting that bad?
I spoke with a resident who previously lived in a Holiday building and she told me that once a week they had a good dinner and then for the next 3 to 4 days the same food but with different sauces.
That is such a far cry from what it used to be at Holiday.
Menu's came from home office and they all were very good (for the most part depending on the Chef obviously).
But, as long as residents stay in the building and don't move, Holiday/Fortress will keep on doing what they are doing and taking the money and screwing the residents.
People have and make their own choices. They can live at Holiday Retirement of something far far better.
Contact JerryF or my self we each work for different companies but I can assure you there is a far better way of living these days.
Good luck.
I don't know what part of the country this food problem is in?? We on the east coast are not seeing these major changes in the food dept.Our meals are excellent,we don't miss a meal!!!As far as some of the horror stories concerning the way managers are treating the co's,this has been going on for years long before Fortress came in! We have been on board 11 years and could never understand why the co's were treated so badly,we went through this treatment.So its not all Fortress or the BLS
I'm with JR on this one. After more than a year on the outside, we touched base with the chef at our last facility. He advised the managers we worked under are gone and it's like a new job; food is not an issue, the new mgrs offer to help in the kitchen, and the residents [albeit fewer of them at this point] are a lot happier. Per-meal costs are stable... I would imagine -at least I hope- the scenario Anne describes is an anomaly.
Anne:
If people way up on the chain of command are at fault, it's likely out of ignorance of the situation. The problem more likely local.
Sorry JR, but I am talking about east coast buildings where the food is "that" bad including the horror stories as well.
Does anyone know what the name of the computer program that we posted rent is is called? I know Kronos was for payroll. I need to know for my resume also any other software programs managers used
"Notmyrealname" is correct. The "Deposit Journal" and "Census" applications were custom developed in Lotus Notes.
If you do not know the name of the software you used, do not use it in your resume. Also--Deposit Journal is not really something that you would call a skill or should list in a resume. Kronos & payroll would be good to add. You probably also used Word, Publisher.
All my wife and I can recall as a name is "Deposit Journal". I think it was an application developed in-house.
Thomas McClendon or Rob Bell (both on Facebook) may be able to provide more info.
i am having a hard time reading all the negative comments regarding Holiday Retirement "then and now". It appears most negative comments are made by cos and positive by managers. The concept of both "then and now" was and is managers train those cols who want to be trained and those who don't leave. If you all want to hear horror stories give me your website and I will make them available to you if you have not previously heard them.
Salaries: You don't pay rent, house payment or utilities. The value of a two bedroom plus the second person is a fair value for managers and a one bedroom plus the second person is a fair value for co's. You don't drive to work. Your car can be used for only pleasure when getting your car insurance. Savings vary as to location. Insurance and 40lk are great benefits. Total package is worth twice what the $$'s in your pocket were or are +. You don't pay taxes but on the cash portion of your salary. That is a great benefit ($40,000+)less than if your were getting it all in $$'s. When you took the job, your were told the salary, benefits, etc. You agreed to the package. So what's the beef?
As far as the plungging a toilet or cleaning up the mess in the elevator during a prime rib dinner, gee whiz, that could only happen once or twice a year, since you could only afford prime rib when using the special event budget.
When do you really work 40 hours a week as a Manager or Co-Manager ?
Co-Manager:
Sunday -- Off
Monday -- Off
Tuesday - 11:30 - 7:30 (reality 8-830)
(on call all night )
Wednesday- 7:30 - 3:30 (reality 7:15-4)
Thursday-11:30 - 7:30 ( reality 8-830)
(on call all night)
Friday --7:30 - 7:30 (reality 715-8)
on call all night
Saturday 7:30 - 7:30 (reality 715-8)
Total 48 hours working
Reality ---50-55
On call Tues,Thurs,Fri,Sat-can't leave.
Nights off Sun,Mon & Wed. 3 out of 7.
On Tues, Thus, Fri & Sat you really are confined to the building during your
regular shift and then on call all night.
You must be a regional manager.
Expect that a dishwasher, housekeeper/server, night or weekend server doesn't show up at least once or twice a week.
Expect to empty the garbage from all three floor laundry rooms on Saturday.
If the Manager is on vacation you work
7:30 to 7:30 every day and are on call every night. When you are on call you can't leave the building and are stuck their all night.
REALITY OF THE JOB...
50 - 55 hrs weekly working.
On call 48 hours a week.
98 to 103 hours --- work & on call.
Yes, you get basic free food.
The accommodations are big enough for you --- the couple only.---if you want visitors or have kids/grandkids-- good luck...you can enough fit a blow-up mattress in the living room.
Also what building did you work in regarding plunging the toilet ?
It was not a big deal, if it happened during your normal working hours.I would say it averages 1 to 2 times a week.
No, I'm not bitter, but-- be honest when you hire people to be a co-manager. Also change the name from co-manager to management team member or something else. There is no way you are a "CO". Tell about the real hours and the on-call time.
Also expect a night or weekend server/
dishwasher or housekeeper/server,not to show up at least once a week. When that happens --YOU fill in.
How many regional managers have worked as managers or co-managers in a building ?
Oh, don't forget, that because the housekeepers and maintenance men are so busy with their own jobs, that the managers and co-managers usually carpet clean all the rugs. (The Whittaker Machine---all it does is spread dirt around....it NEVER picks up any dirt. Its like using the same water 20 to 30 times in your washing machine).
THIS IS REALITY...
Maybe Holiday Retirement should start a TV show entitled ---I'M A MANAGER -- GET ME OUT OF HERE.
pleease! We were not ever regional managers in our many years of service! Yes SERVICE! You had to buy into the program to be successful and as I stated before you have to want to be trained or be gone. When you signed your job description, you signed on to everything the job required. This included everything as far as filling in for all other job descriptions, lifting, nite calls, hours, etc. you had the opportunity to opt out at that time. I am not saying that is all a "bed of roses", but you have known what was expected of you. Did you read the managers job description and yours. The only difference was the managers were in charge and you answered to them. THEY DID NOT ANSWER TO YOU!. Did you management team have team meetings once a week as were required. This was a venue for you to air your problems and try to make things better for the residents! Your concerns regarding your performance and grievences should have been taken up at an individual one on one. Schedules are schedules. When you had enough time to take a vacation, the managers had to work for co's. Managers and Co's work 48 hours a week scheduled and whatever it take in excess to get the job done. By the way, housekeepers would clean your apartment if asked and it was company policy. When it comes to Whittaker, read the instructions, clean the carpet, let it dry and then vacumn. The dirt is encapsulated and you vacumn up the beads of encapsulation so they do not redistribute themselves when walked on. You must vacumn.
We never felt that we should be a part of I'M A MANAGER-GET ME OUT OF HERE. If we had we would not have spent so many years with HOLIDAY RETIREMENT! If you feel that way, you need to be gone and let someone who cares take over you position with the company. Managers make the company by following the guidelines. MANAGE a property by taking ownership of your building, is the name of the game. We were exremely successful managers, because we studied the company's philosphy as written by Philip Ausmus and following the guidelines.
name unknown:
You are living/dreaming in the good old days of Holiday PRE FIG.
Yes it was a great company to work for at that time. Yes I agree, you took ownership of the building/residents/staff and everything that came with it.
And by the way, It was not Philip Ausmus but Stan and he wrote the Grass Roots manual for Holiday Retirement.
Today's Holiday Retirement is a much different company who does not give a rats-ass about any of the above mentioned items.
sorry, philip is in his family tree.
I agree with the below comments that Holiday was much better before the Fortress days. Good, well qualified people running the business. There are many bad regional managers and building managers who need to be replaced. Why do you make someone a full fledged managed with only 6 months experience as a Co-Manager. If it's because you have no one else then you must be desperate.
Many good people, with great potential have left the company simply because of lack of communications with the manager, regional manager and human relations. If a good couple working for the company for several years decides to resign, why doesn't someone ask them WHY ?
I heard yesterday that one regional manager said that every building in his region had operated in the RED for the first 6 months of the year. A simple answer is because of low census and no rental income. The best way to get residents is to have totally happy residents in your building. That can not be accomplished by constant turn-around with managers & co-managers and cutbacks like food quality and activity director hours. 10 vacant apartments a month results in a minimum lack of $150,000 in revenue over 6 months. Why has Ford and Chrylers gone under. It is simply because Toyota, Honda and Hyundai have been making cars that people WANT.
All Holiday needs to do is give people WHAT THEY WANT and they will fill buildings.
Suggestion: Have spaghetti & meatballs once a week for dinner....replace the Avocado sandwich with a foot-long hot dog and french fries...give people more of WHAT THEY WANT. Another good evening meal would be tomato soup...a full grilled cheese sandwich and a little pasta salad. Have more sandwiches at supper...but make sure they are real good sandwiches just just one slice of the main item. Serve a good chef salad at supper. THE BEST WAY TO MAKE OLDER PEOPLE HAPPY IS WITH GOOD FOOD.
Good luck Fortress and Company. They only way you will be happy is to GIVE PEOPLE WHAT THEY WANT.
We used to have the chef pick a monthly [+/-] "secret Saturday" when we'd have fresh Dunkin Donuts instead of whatever the pastry the Salem menu suggested for that morning. We'd place the order Fri nite [typically a random assortment of 8-10 dozen] and pick them up at 7:45 AM. DD gave us a real good price.
After a while all Saturday breakfast headcounts grew - and we knew more residents were getting a better start on the day.
Perfect Idea...We used to have foot long hot dogs ( good quality dogs) every Wednesday with french fries, coleslaw and a dill pickle. There was also a make-your-own ice cream sundae for desert. We went around with ice cream and toppings on the carts. 3 servers and 2 managers.
It drew the biggest crowd of the week
for supper.
We were told by the regional manager that hot dogs were not "gracious". I said "what about avocado sandwiches or a tuna melt..what's the difference". He got mad and made us take hot dogs off the menu...people wrote letters and we were able to put them back on the menu after two weeks. The regional manager was not happy with the whole situation but we tried to convince him is was --THE RESIDENTS SPEAKING.
We also had a make-your-own omelet buffet once a month for breakfast with sausage, bacon, home fries, a fruit cup,
and English muffins. Yes it took a little extra time bu the residents loved it and that drew the biggest crowd of the month for breakfast.
All you need to do is something like these two things two or three times a week and the residents would love it.
It doesn't take much imagination --just common sense and some BALLS to change the regular menu.
It doesn't take a $350,000 a year consult to determine WHAT RESIDENTS want.
Let me guess..... this Regional Director of yours was a "Blue Light Special" person, right?
And..Mr. Hot Dog, I would also guess you are somewhere in the Ohio Valley North?eastern USA? If that is true, (and I am just guessing here, you do not have to answer) then I know that RD very well.
All those RD's have no sense of what it really takes to make the residents happy.
Do they really care???? Hell NO they don't at least the majority of them.
We have spaghetti & meatballs, we have grilled cheese sandwiches & tomato soup, we have fried chicken at least every other week . . . our residents are happy, but that will not fill the building. Yes it helps, but it is not a cure all. (And yes, I've been doing this more than a few months). This is a different economy & even our competitors are suffering (they have called me to tell me about their census & the pressure they are also under with their competing companies). Our building is giving our residents WONDERFUL amenities, service & food. We are in the black, but we're not even close to where we should be percentage wise--but the answer is not black & white. There's a lot more too it.
THE BEEF is..... the company benefits you living on site and you make it sound like it is all about our benefit. I am looking to manage a apartment complex and it pays 36,000, 20% off rent IF YOU WANT TO LIVE THERE 40 hours a week no on call hours and if my employee goes on vacation I have 2 1/2 leasing agents 1 assistant and 3 maintenance and alot alot of the major maintenance and housekeeping jobs are contracted out. Plus the rent is under what your value is estimated for your employees apartment. POOL GYM TENNIS COURT LOUNGE DOG PARK >>>>>
go get the job
Going for it!!!!!
Here is a website you may not know about yet:
http://www.facebook.com/group.php?gid=63157984760#
Rob Bell started the site on Facebook for Alumni of Holiday Retirement. It is an open site and anyone can join. Rob does ask that it not be used for 'venting', but instead as a means for present and former members of Holiday to stay in touch. It is a most interesting place to visit and join. There are some great people there and I highly recommend it.
On another note, allow me to offer a slightly different stance for a moment.
Jack R. Callison, Jr. is the new CEO of Holiday Retirement, Corp. - this we all know by now. His past record of accomplishments is quite impressive throughout his career. Realizing the confusion, hurt, and personal devastation being experienced by those who were 'tossed' out, I empathize with them. In my letter to Callison I wrote we believed he could turn the company around - and we still believe this. Understand that by "turn around" the meaning is restricted to bottom line profit only - not human feelings or caring.
It is common for a "clearing-of-sorts" to take place whenever a company gets a new leader. This "clearing" always causes exactly what it is causing here. Very very seldom does a new leader keep everyone aboard. We all are cognizant of this reality. What puzzles me is why there was no time given to say the good-byes - no advance notices. We all know it happens constantly in the field, but at Home Office?
Since Mr. Callison has not so far graced us with his presence on this blog we can only surmise. Consider this an open invitation for him , or his spokesperson, to comment at any time (Chuckling here). The addition of the other 'higher-ups' he brings with him at the cost of those being replaced is also confusing.
My wife and I cannot even begin to imagine why any company would willingly lose people like Denny, Ruellene, Rob and Rob, Terri, Sheryl, Rick, Chuck, etc. The knowledge loss of a particular corporate structure which these people have is of an unbelievable magnitude - including the support feeling they gave to those in the field. Those individuals at Home Office had a way of supporting us 'out there' which is gone now. There is no way new bodies, at any level, can begin to fill that void - but they will try.
Did anyone catch the report about Fortress Investment group, (described as "Specialists in distressed debt") taking over Michael Jackson's loan from Bank of America to the tune of about $270 million?
We were 2 of the 75 marketing people fired in Nov last year on a conference call.When they did this the amount of paper work we recieved was unreal, they had to have been prepairing for this for months.We did get a severance package.We were also given 5 days to vacate the property, and were to have nothing to do with employees or residents.Then they created a new marketing dept with one person hourly, not couples that lived on the property. All this after 10 years of service,we were rehired at a lower pay rate and agree with most of the comments made to day on this blog! We have heard that Bart is waiting to take the company back when Fortress gets through destroying it! We were also told Bart said all the changes they have made were at some time tried by Bill Colson and did not work so Fortress has to do there own thing, they can not learn from the old guard.I have no love for the BLS as they know not what they are doing. One made the stupid comment runing a Holiday building is no different then running K Mart.The one thing he hates is having a burnt out light bulb.I guess he saw so many lights out at K Mart he thnks by keeping all the lights burning it will save Holiday.We knew & loved Bill,Sheryl was/is the kindest,loving person we know and when she left the Holiday touch went with her.I can not help but think the letter DIcharles wrote is what has created the new push to get The Holiday Touch back in to play?? Mean while we hang in there waiting to see what will happen doing the best we can to make our residents happy giving them the Holiday Touch we still have it. Our building has been 100% for 10 years is now at 83% The last company census we saw a couple months ago, there were 5 buildings at 100% We love what we do and who we are doing it for.Tired of the conference calls and the BS that goes with it! At our age there is nothing out for us,so we will hang in here as long as we can.
JR
JR, I have deep respect for the way you have written your comments.
Everything you wrote is exactly true including the burned out light bulbs.
The current regime at FIG under direction from various BLS’s BS’ers is all anyone needs to know that the current company indeed slowly is going down.
I can honestly tell you that many residents in many building are shopping for the best possible deal they can find and then will leave.
As for Bart – Cheryl and many other who were at home office, it is a tragedy that FIG let all of them go. The current CEO has no clue how to run this company and it is my believe, like many others, he is not running it at all.
The BLS “good old boys” are running it and they have no clue.
You hang in there and don’t give up.
Your residents needs you.
JR:
I second Achmed's response. Well put!
I third your comments above. We are about to call it quits. It is true that many residents are looking elsewhere for a better deal and BETTER FOOD.
Just wait: If census continues to fall
there will be cutbacks in maintenence and housekeeping/server hours. The Managers & Co-Managers will be probably be assigned to work 1 or 2 days each week serving meals, cleaning rooms. emptying garbage and renovating vacant rooms. Mark my words.
Have been following this blog with interest. My husband and I are considering employment as co-mgrs. I have a question. I am very active, healthy and can more than carry my share of the work, but my husband has some mobility issues. He needs to use a "scooter". Do you think there is any possibility we could be hired? Just curious if you have heard of any co-mgrs. with disabilities.
The job involves a lot of hands on serving coffee at every meal & covering if someone does not show up,washing dishes serving meals etc. I don'e think he would be able to do the work required.Sorry
Thanks very much...this is what we need to hear. Are there any jobs for just one person? Sounds like most of those have been eliminated. I would love to work with Seniors.
They have an activity person in each community, and have/arte hiring a marketing person for some locations.You should apply,the big issue is where do you want to be? City/State ??
I will work anywhere in North Texas. I do have administrative, hospitality, restaurant and property mgmt. experience so sounded like a good fit.
Thanks again for the input.
Saltlifers: Please contact me via email. Your letter to me was very powerful and emotional. I would love to post it online if you will allow. I tried to contact you but it kicked back. Thanks, dlcharles
I have contacted you through thefreebornman. Yes, please post online.
Thanks, saltlifers
dlcharles,
I applaud you for your letter to Mr. Callison.
Let me say first and foremost, I loved my job, I believed "THE TOUCH", until 2 1/2 months ago.
My husband and I applied with HRC Jan. 08 and we received 3 offers, 3 different communities (Santa Clara, Tahoe, Topeka).
We chose Santa Clara, I gave notice at work (hospice), we gave EVERYTHING to our children and grandchildren, packed 2 suitcases apiece, got on a plane and our new life had begun March 1, 2008. We instantly fell in love with the community, the residents, staff. We felt we had come home.
We worked two weeks straight, 24/7, on call alone after second night, we were told HRC way. When we did get time off, we studied manuals after manuals after manuals on our own time, we were told HRC way. If we asked a question about how things were being done vs. what the manual said, we were told to "sit down and shut up, we're the managers, not you" ... this happened more than once. But we believed in THE TOUCH and we loved our residents. We had been there approx. 4-5 weeks and received a call from our RD about calls he'd been receiving from residents and staff about managers .. put us between rock and hard place ... answered him honestly ... within a week to 10 days they were transfered to another community to redo training as co-managers. We had the place to ourselves, 24/7, little training had actually been done other than reading the manuals, common sense. After a couple weeks a couple came in, looked the place over, walked up to my husband and myself and said, "WE are the new managers, we'll be back the end of the week to take over, DO NOT make ANY decisions, schedules, NOTHING, until we get back, then we'll let you know what you can do" ... Here we go again ...
We also find out we have a new RD ... Well to make a long story short they lasted about 4-5 weeks and they were let go ... We had the place to ourselves, 24/7, little training had been done ... they said the last managers had not trained us right, they would start training us all over again .. the right way ... their way.
Our new RD made the announcement to our residents that my husband and I would be the new managers, we received a standing ovation from our residents, something that our RD said he'd never seen before. He said our residents must really love us ... We felt the same about them ... They were family, we adopted 92 moms and 21 dads. Our residents were our first priority, whatever they needed ... even if it came out of our pocket ... our residents did NOT do without .. we lived, breathed and slept THE TOUCH. We sincerely loved our residents. We had been there 8-10 weeks approx. but we loved our jobs, our residents, everything .. Due to immigration problems (on some long time employees) we lost our exec. chef, maint. man, prep cook, housekeepers and servers ... My husband and I with NO co-managers, 24/7 cooked, cleaned, fixed problems in building, rented apts., paperwork to corp, etc. by ourselves for weeks ... we were exhausted. If it wasn't for the girls at corp. (payroll, A/R, A/P, help desk) I'd went crazy ... very helpful with questions, on how to do this or that ... they were life savers ... was in daily contact (lots of times in a day) ... BUT we believed in THE TOUCH and we LOVED our residents ... After 7 months in Santa Clara we asked for a transfer closer to our children ... I never cried so much in all my life when we left ... I still get calls and letters from Santa Clara residents ... They made such an impact on me ... I will always love them.
Sept. 2008 we enter Topeka community, our new RD was great, told us this community had been having some problems (management) for a long time, 26 move outs in one month, VERY unhappy residents .. My husband and I knew we had our work cut out for us, a lot of long hours ahead but we believed in THE TOUCH and before long you could see an immediate change in the atmosphere, residents were happy, laughter everywhere, residents coming out of their rooms to see whats happening ... You see my husband and I dressed in costumes (MAID MARION AND ROBIN HOOD) and we'd give out little gift things. thorton bucks (money) ... we brought creativity, energy, FUN ... We were making a difference in our residents lives ... resident satisfaction all time high ... NO complaints ... our RD was happy, we had fixed problems and the residents adored us in a short time, because we loved them and showed them THE TOUCH in everything we did for them ... Life was good in Topeka .. we made great improvements ... We felt good!
Jan. 21, 2009 we received our yearly performance evals .. My husband and I were very pleased with our evals ... excellent evals ... it showed our efforts, our hard work .. we felt good, life was good! Things could only get better .. or so I thought ....
April 13, 2009 our RD showed up after lunch, asked if we could talk privately ... RD, my husband and myself went to our apartment .. Our RD had a termination paper he had to give .. to me .. not my husband .. to me..REASON: not filling out time adjustment sheets correctly ....This is the first time anything has come up, NO ONE in over a year said I was doing it wrong, NOTHING! BELIEVE me if I'd known I wasn't doing it right, I would have changed ... I NEVER knew, I was NEVER told ... until I was relieved of my job ... the job I LOVED! My husband resigned his position, because I was not allowed on property.
I felt (feel) betrayed .. I gave blood, sweat and tears for HRC .. my heart was broke .. how could this be happening!!!
I felt (feel) I let our residents down .. who will take care of them now .. who will be THE TOUCH for them now??
There is not a day goes by that I don't think of the residents there, I still get calls and letters from them ... THE TOUCH that my husband and I worked so hard to show our residents that they deserved ... has once again ... disappeared. All our work ... GONE!
The reason I wrote this ... isn't because I'm angry, but because the residents deserve better .. Stability is important to them, security whos taking care of them.
I didn't fail HRC, HRC failed me .. If I'd been properly trained in all aspects of HRC paperwork, THE TOUCH would still be in Topeka.
Thank you for letting me have my say, maybe someone will read this and the people HRC hires will get proper training, and have a better ending to their story.
Sincerely,
Paula
EX-Manager for HRC
Paula:
Again I express my gratitude to you for your comment.
The emotional hurt is obvious, the puzzlement stands out, and the desire remains strong.
Very powerful and moving words!
With all the comments being made on this website I suggest we all form a committee and create a T.V. show entitled --- "Take This Job And Shove IT --I ain't working here no more". Paula's comments sound reflect the same feeling most of us have ---- there is no way many of the Regional Managers are qualified for their jobs.
Paula, were you ever trained how to fill out time sheets correctly ? If you weren't trained how can someone hold it against you. The ethical thing to do was to have payroll or he RM correct you to make sure you were doing things right. It seems to me that RM's have a quota on how many Managers they must fire each month. Unfortunately they are not firing the right ones. If it makes you feel any better the Fortress Investment stock on Friday was $3.25...after having a high year of $13.85 during the past 52 weeks.
You should go back further and see what FIG was when it went public as compared to what it is now. See Yahoo/Finance/FIG
MONDAY---July 13th---Fortress Investment
stock opens at $2.83.
In the April issue of Vanity Fair there is an article about Fortress investment that indicates that things are not so good.. You can read it on line.
Vanity Fair--April issue--article on Fortress Investment.
It is very revealing about the company. Other articles and comments on the web say that Fortress almost went bankrupt in January 2009.
I literally felt nauseated after reading this, absolutely incredible. I hope you find peace in your future endeavors and hope that your letter did not fall on deaf ears/blind eyes. I shutter to think of this happening across North America.
I have found peace finally...with this site. Thanks to all of you.
Thank you for putting your experiences with Holiday on paper. I know from my own experience that it is very hard to leave a property only to be fired for no good reason at all.
First of all, the RD made a mistake by going into your apartment to fire you. According to the manuals, RD's are not allowed to go into managers and co-managers apartments.
You have great cause to sue Holiday.
Your reviews (per your writing) were great then they need to produce a minimum of 3 write-ups (which are signed by you) in which they gave you warnings about the same "mistakes" you were making. I am sure no such write-ups are on file anywhere.
You must contact a lawyer as soon as possible because it is time Holiday Retirement needs to understand they can not “toy” with peoples lives and emotions.
You never know, it might become a class action lawsuit because perhaps many more previous managers and co-managers would joint such a lawsuit.
Topeka building has always had issues. The residents in that building are amongst the most difficult type residents you can imagine. At one point, many years ago, a resident physically attached the manager (wife). The manager filed a report at the police in Topeka against the resident. The RD at that time (yup, you guessed it: a Blue Light Special) demanded the manager retract the police report and apologize to the resident.
When the manager refused to do so, the RD did everything in his power to have these managers fired. Even after a re-alignment of regions in which that building should have been turned over to another RD, the BLS RD kept that building until he finally was able to fire these managers, I might add here as well, for no good cause. That same BLS RD is still with Holiday today.
Your story is exactly what many new co-managers go through when they start at any building. The first thing the managers do is take vacation and leave the property in the hands of people who are barely trained on the security system let alone anything else.
Paula I wish we could of worked with you and your husband. We had a awful time in 4+ years finding a team that shared our beliefs in taking care of OUR seniors. They wanted to pour coffee and answer the phone(some couldnt even do that they had excuses or something which some how prevented their lazy butts from serving tea, really!) I would of gave blood for a set as awesome as you!!! I have often thought why not get some passionate managers together and make some of the buildings employee owned they may get pretty reasonable to buy! We did treat it like our own and gave the hours like we owned the business.
anonymous, thank you! wish we could have worked together also..we would have been unstoppable! OUR residents would have the team they deserved. Again thank you.
Wow that is a tragic story.
I have been to both Thronton and Las Brisas and both could be the best and the worst giventhe managers. Las Brisas is particularly beautiful.
What happend to you was absolutly tragic, mind blowing incompetance on HRC's side.
Thats what it is all about!! (for anyone thinking of working for Holiday) not enough help and alot of obstacles. They have 3x as many people running a regular apartment building where you go home at night. Too bad they burn out the good ones and when you tell your RD they act like DUH because they have never done it and they should be the shoulder to cry on and understand maybe if they had some type of compassion people would hang in there when calling SOS. Leaving a building is the hardest thing I have ever done 4x but can still keep in touch and am remembered because fortunately the good managers did have THE TOUCH and should of made more effort to keep them. Missed 2 raises in 4 years because changes in RD's
We were wondering if our Apt was bugged. Our managers have mentioned things that wife had discussed the night before. We thought it was coincidence. Guess I will be checking that out on Tuesday and demanding that it be disconnected if it's active.
Simple to have maintenance disconnect the wires. If you have the wall bank (as mentioned in earlier comment) and can listen/talk to residents in their rooms - then your room conversations can also be heard in the office. Usually, if you listen quietly, you can hear a slight buzzing or static sound when your apartment is being 'monitored'.
Thank you all for the great information. We just discovered HRC today and were very excited about the concept particularly since our resumes would have fit so well with the background skills described on the home page. I love the internet since it allows people to see what they would be in for and prevents companies like this from hiding their own evil, greedy and ultimately fatal shortcomings. Again, thank you all so much for your honest input and helping prevent us from making a terrible move. Our jobs already suck (which is, of course, why we are looking for other positions) but this would obviously have been "out of the frying pan into the fire". Best wishes to you all.
Were can I find Rob Bell's FaceBook site. Google doesn't seem to bring it up when I search (other than some singer). Thanks!
http://www.facebook.com/friends/?ref=tn#/JBell54
I believe you are probably referring to the Holiday Alum site that Rob set up. Here is the link:
http://www.facebook.com/group.php?gid=63157984760
Go up about 24 comments to July 25 - addy is posted
Wife and I are seriously considering applying with the "other side". If accepted what do you think we could expect when we turn in our two week notice?
If you are not in a position to know what to expect, I would not worry about it. Rather, I'd focus on the positives of your Holiday experience during ALL your interviews.
BURN NO BRIDGES!
You might even suggest to the "other side" that you may need more than the traditional two weeks, just in case you are asked to stay on while your replacements are found - or to help "train" them, etc.
Remember when you used to be able to look for job openings by state and see all the openings Holiday has. Now you have to register, pretty private. I would be ashamed also if I had lost so many good managers.
To all of you that replied to my experience with HRC...THANK YOU!
It has been a difficult 2 1/2 months.I have been told by other people to SUE HRC..thats not me..I prefer to work for my money..
YES, what HRC did, was WRONG in so many ways.I would like to put this behind me, find a new job (have been looking aggressively, no luck yet).Husband and I are looking for something like HRC, we moved to Florida because husband went back to work in construction (it pays the bills)but with this economy even with construction its touch and go.
If possible...could someone let me know other companies like HRC, we loved that job and would love to find another company to work for.
Again THANK YOU to all of you for your input and support.
I have loved your story. I feel very much like you. I dont necessarily want to sue HRC, but I want them to know how bad they wronged me, how bad they wronged you, and how they wronged every other person who remains silent. Sure, I may find this blog to be a way of venting, but more importantly, what you write, what other write are therapeutic and cathargic. I needed to know, my family needed to know that I am not a blabbering, disgruntled, ex-employee. I loved my peoples. I think of them often. Poetic Justice would be that I could return or compete against HRC in a higher level management which I hope to get when I complete my Masters this May. God Bless you and every one for writing!
I have some questions for any of you that worked for Holiday during both the Colson era and the new FIG era; 1. What would you say is the biggest change at the company, why are things seemingly so bad now, and what made them so good before? Did you get a cut in pay? benefits? Do you work more hours now? Do you think that HRC would be experiencing such a significant drop in occupancy if HRC was still owned by Bill Colson? Most importantly, if things are so bad, why do you stay?
Most didnt stay or are looking to leave and some just cant leave because of the economy.
The biggest difference is the lack of knowledge and understanding from the Regional Manager level. During the Colson era, may Regional Managers came from within the company. They promoted good people that had managed a building to RM. That worked very well.
Experienced RM's knew what was right and wrong...what resident relations was all about...and how hard everyone works to make a building successful.
The first thing our RM gave us when we were hired was a book by Bob Farrell called "Give Em The Pickle". That was the philosophy of our RM and we loved it. He left the company because of illness and our region started to fall.
Just before we left, we had a regional manager who visited our building 2 times in 8 months. During those visits he talked with 1 or 2 residents for an hour at a time and never sat down to talk with the managers & co-managers jointly. Also one morning the RM left get-away certificates for the managers & co-managers. He left them on the office desk with a note --"sorry I can't stay --I'm in a rush". We were pouring coffee and didn't even realize he was there. In 8 months, he never talked with any employees.
We resigned from HRC after 3 1/2 years. If the RM had just talked with us about an experience we had, we'd probably still be with Holiday and working hard to keep the buildings full and residents happy. We tried to talk with our RM for one month and he totally ignored us. So we said --- Good bye. Gave our two weeks notice and left. There is absolutely no communications between the building management team and the RM except for the intimidating. threatening, hostile and harsh weekly conference calls. Our previous RM had us share marketing ideas on each conference call. The new RM invites zero positive participation from the management teams.
There is no question that HRC would have better occupancy is still owned by the Colson family. They know the business and what kind of people to hire to make it successful. Many people thought Joe Giambalvo was an easy guy, but he knew how to treat the management team and make them happy.
Advice to the new owners:
TELL YOUR RM'S TO OFFER MORE
COMMUNICATIONS & SPEND ONE FULL
DAY A MONTH OR IN A BUILDING.
TALK WITH THE EMPLOYEES AND
RESIDENTS. FIND OUT WHAT IS
GOING ON.
Also Fortress needs to make sure that each new co-manager couple is properly trained. You can't expect a current building manager to handle the training or 2-4 couples and then run their own building. Have a training person in a designated building.
Also Fortress definitely needs to conduct exit interviews when members of the management team leave. Right now I know a building where 4 sets of Co-managers have left the company after working for one Manager-couple. Unlike other people we have worked with, this couple does nothing to try and make co-managers successful. Under their leadership, we know of no
co's who have ever made it for promotion. They all have quit
I echo the above comments and just want to add --- R.E.S.P.E.C.T. is what the current management at HRC needs to learn. We had the same experience with the RM in our region. He hardly ever visited our building and just yelled at us every week on the conference call. In one year our RM never had a meal with us at our building. We never had a joint meeting with the RM, Manager & Co-Manager together. Thats what you call extremely poor communications. After 7 years with HRC we left. Luckily we had time to find another job together.
If there had been better and more professional interaction with the RM we would still be with HRC. Today I am told that there are many threats of termination. If your maintenance man doesn't have apartments "show-ready" in a day-or-two, after someone moves out, they say he'll be fired. You don't get people to perform with intimidation. Thats what is happening at HRC now.
If GD wants the real story -- call all of the managers & co-managers who have quit in the past 2 years. Have them do an exit interview. Just call the ones who had worked at HRC for over 2 years.
I can't believe the comments by Paula on this blog. After he dedication and hard work she was totally shafted.
I always thought you needed 3 written warnings before termindation unless it was like a felony crime.
I stay in contact with some residents and workers at buildings where we worked and almost all of them say " we have a real (A-blank...H-blank) as a Regional Manager.
Have there been any cuts in staff hours? or in services/amenities? What do you think is the number 1 reason (besides the economy) the occupancy is shrinking? Does anyone know what the Occupancy rate is at now?
The bigest change is managements attitude,and lack of respect.Yes we work more hours,as the workload is heavier and they expect more then one can possibly do in a day.Dollars is what they are looking,with no regard as to how they get them! I do feel Bill Calson would have done everything possible to keep residents and would not have raised the rents like we have seen.Why do we stay,where do we find work????
So... has everyone gone to sleep, or afraid of big brother? I can't believe I have only had two responses to these questions.
Like Bill and Cheryl above, we also worked under both ...and left - of our own accord, by the way - a year and a half after becoming managers and training two sets of co's, one of whom now have their own building. We still correspond with both sets regularly and will always regard them as good friends.
GD, you'll find my response to virtually all your questions in among my earliest posts in this forum - specifically this one:
http://blog.dlcharles.com/2009/02/23/holiday-retirement-corpfortress--beneath-the-veil.aspx#comment-1850368
The reference to John Edwards relates to the sub-prime mortgage mess that continues to impact Fortress in proportions that none of us plebiscites can likely fathom. Speaking of which, I have no fear of "Big Brother" but also choose not to be perceived a burner of bridges.
Who is BIG BROTHER?
Perhaps certain people are afraid of telling/writing here of what they really feel as they (might) still be employed by Holiday.
If you really want to know all of it, why don't you read all these postings here. You'll get a pretty good idea how piss poor FIG and RD's are treating all of the managers and co-manager. Does it answer your question as to who is the better party to be at the helm of the company? I don't think you need to ask that twice. It is pretty obvious who that is.
Anyone hear of FGAM (Field Guide to Active Management)? Seems to be something in the east and I'm not liking what I hear. Is it going company wide?
To all who read this blog, I salute you for letting your feelings flow. Most of you are managers from the field and to hear your stories, is absolutely gut wrenching at times.
I am a former Home Office employee. Someone who had the opportunity to work there while the Colsons still ran the show. While I was there, it was required for Home Office Employees to attend an all day Grass Roots training. Here, we learned of the core values of the company: its mission to care for our seniors. “If you aren’t serving the senior directly, then you better be serving someone who is.” And, “if it’s right for our resident, than it is right for the company.” These were the fundamental principles engrained into the Home Office environment. We were made aware of how challenging the manager’s jobs are and to be patient, and assist them in every way we possibly can.
Senior Housing is a very unique and special industry. It is not, and is in no way similar to renting an apartment to an individual or family (CEO). It is not, and is in no way similar to providing hotel/motel rooms (COO). It is not, and is in no way similar to operating a region of Blue Light retail stores (numerous RDs). Inviting an 85 year old widow to live with you, who has survived the Depression, who has seen the horrors of World War, who has lived in the same house for 40 years, who has prepared meals for herself and her family everyday, who has grown paranoid in a neighborhood of faceless neighbors; is no small task! And then, after you have gained her trust, moved her in, introduced her to new neighbors, involved her in the enriching activities you have to offer, responded to her e-call when she simply couldn’t find the light switch; After all of that, your RD comes to town to give you a pink slip because you didn’t record your payroll variations correctly—I can’t imagine.
There are still a lot of wonderful people at the Home Office, who care about the company, care about the residents, and care about the managers. But, “The Touch” that was once a way of life, seems to have lost its glow and has been relegated to a term that is thrown about to try and inspire the masses: “The Touch” is a Philosophy of living/working/caring/communicating/and connecting. And until you embrace it, until you feel it in every aspect of your life, it will be merely words that will fall on the footsteps of those who are overworked, ignored, criticized, and disconnected.
I really do hope that Holiday regains its luster. The next 20+ years of aging boomers will provide an incredible economic boon to the Senior Housing industry. I’d hate to think that “The company that Bill built,” the pioneer of all senior housing, will allow itself to be eclipsed by its competitors simply because they lost site of what made the company: Providing The Touch everyday, to everyone.
Does anyone care to post a comparative of duties performed/hrs. worked ? What percentage of daily tasks are managerial ? What percentage of tasks are non-managerial ? Total hours worked on weekly average? Former and current managers/co-managers are encouraged to respond. Spread the word !
Manager schedule:
Sunday --- On call 7am--actual 7:30 --finish 8:00 pm on call all night
Monday --- 7:30am finish 8:00 pm on call all night.
Tuesday ---7:30am to 3:30 pm
Wednesday ---11:30am to 8:00pm on call all night
Thursday ---7:30am to 3:30pm--Off Duty
Friday ---Off
Saturday --Off
Total: 49 1/2 hour working
34 hours on call
_______________________________________
The co-manager.
Sunday --off 7am
Monday --Off
Tuesday---11:30 to 8:00pm--on call all night
Wednesday---7:30am to 3:30pm
Thursday--11:30am to 8:00pm On call all night
Friday ---7:30am to 8:00pm on call all night
Saturday ---7:30am to 8:00pm on call until 7am
Total ---49 1/2 hours working
46 hours on call
You work at each meal for about 1 1/2 hours pouring coffee and helping serve.
Part of your day is devoted to marketing and making calls to prospects. You need to do community visits and leave them with marketing material.
You are generally kept busy all day with management duties, resident concerns, requests and resident relations.
If a housekeeper, dining room server or
dishwasher fails to report to work--- You are it. If the phone rings between 6:30 and 7:45am it is usually someone calling in sick.
Being on call means that if a resident needs anything, you must respond to their room. They all have emergency pull cords.
I always was under the impression that the management team must be dressed professionally with men--shirt/tie...and women professional. I was recently in two buildings and the whole management team had on polo shirts.
It is a great job if the management team & regional manager have respect for each other. If you treat all the residents fairly and kindly they love you. Many times you replace their children and they become very close to you.
Many times because the lack of co-managers you get burned out for working 24/7. Even if you work 2,3,4 or 5 weeks straight, the company doesn't give you any additional compensation or days off. With no co-managers workjing the company is saving a minimum $800 per week and it would hurt them to slip you an extra $500 per week to keep the building running and the residents happy.
Its not a bad job if everybody gets along and shows up for work.
Thank you. The schedule sounds accurate but how many folks worked the schedule as opposed to working 65 to 70 hrs per week? How many folks spent the bulk of their time doing non-managerial tasks because hourly workers were absent and or had their hours cut to the point that "management" staff spent the bulk of their time filling in for hourly workers? I speak from personal experience and know there are many others in this situation. How many co-managers out there are not given authority to make management decisions? This sound familiar to anyone?
To clarify my last comment about working 65 to 70 hrs per week, I would like to add that these totals do not include on call hours, nor are the hours reflected voluntarily offered. It's heart wrenching to witness a "for profit" organization taking advantage of good, caring people. I know what "The Holiday Touch" means to the sincere and decent people on this blog. Harvest management on the other hand, is exploiting this phrase for free labor. I will continue to help others and have considered volunteering my time to a "non-profit" organization so that my acts of kindness can remain pure. Possibly a blog should be started under the name "Behind the Mask" of Holiday Retirement. What they are doing is criminal and possibly falls under RICO. Now is the time to speak up if you have been missled, used up, exploited, and/or threatened with loss of employment for opposing these violations of the law.
Thanks for the responses to my questions, as a concerned customer I see that a lot of people are moving out of our community with no one moving in. Is this happening everywhere? Is Holiday losing customers everywhere? Our local manager will not tell me how the company is doing as far as growing or losing business.
I sat through 12 interviews with my RD to fill a new marketing position (after hours) hired a marketer and he started at 35,000 yr no nights or weekends PLUS get this I had 4 apartments rented for move ins on the 1st of the month in the mean time he started and was given on top of his salary for 40 hours 750.00 per each of my move ins!!
Also we went to a company meeting in Dallas and were so Happy we got a call our 5th apartment was rented in the month and we told our RD and DM the DM said THEY ARENT MOVED IN YET! Well they all moved in then our RD brought a fine print paper in saying it didnt raise the average census for the year it had been 1% higher before this and we did NOT get our measly 500.00 to split with co's.
Oh but he did tell us he really wanted to give it to us well he did give it to us you know where!!
That was the straw that broke our backs to QUIT
I am angry with FIG I feel they robbed us of our passion for serving seniors
It seems like everything FIG does lately makes good people quit. FIG is totally stupid in not paying people a bonus for renting an apartment. So many good people have quit the company it is very sad. The lack of experienced people managing buildings has taken its toll on census. There seems to be a strong attitude that "we don't care" if you quit the job after 3,4,5,6,7,8,9,10 years of dedicated service. Apparently FIG is baking on the fact that Sunrise Senior Living may file for bankruptcy. FIG thinks all of the Sunrise clients will move into a Holiday building. First, it isn't firm that Sunrise is folding. Second, Sunrise is predominately Assisted Living and Nursing Homes. If FIG wants to change the independent living aspect of Holiday, then maybe they can accept the Sunrise clients.
Has anyone heard if Holiday is still planning to build any new buildings this year ?
If FIG is waiting for the babyboomers to get old and need an independent retirement home. They should rethink because many kids are just having their parents move near them. At $3000 a month at Holiday, they can spend $100 a day on food and daily living.
Many of us have the passion to serve seniors and love the Holiday residents.
It is too bad there are so many inferior RM's.
We saw the same thing happen to a marketing person in a new building.They were cut out because of a percentage point,no one got a bonus.
I'll bet the RD & DM got their bonus!
I think Fortress wants to get rid of the old timers,then they will not hear how it was done before them.The new people will not be exposed to the real Holiday Touch only the Fortress version.
I want all of you to know that as of this moment (Friday July 10, 2009 @ 7:47 PM) almost sixteen thousand people have read what you have written on here. That is very, very good for a "Niche Blog" spread by word-of-mouth only. You are becoming a force to be heard! I congratulate each and everyone of you for your efforts.
Keep the word spreading and make it grow. I can also tell you that some of your viewers are from FIG, as well as HRC, and the "competition". What you are saying is how it is!
I received an email inquiring what I wanted to gain from this blog. In all honesty - Nothing at all from a personal standpoint. If there is ever a 'gain' of any type it will be that some changes happen in the corporate mind structure because they actually listened to what you say and take some suggestions to heart. Hey, it could happen.
If it doesn't, I will comfortably and safely prophesy the demise of Holiday Retirement/Fortress in the not-too-distant future.
NOTE: Before I could type this and upload it the count was wrong - it is OVER 16,000.
Thanks for starting this Charles. This is a way for people to express THE TRUTH.
Please correct me if I'm wrong....
Many of us would still be working for HRC if things were done the original way and many of the buildings would have a better census because of that.
All the new (untrained) people is one of the big reasons census has fallen.
You can never replace experience and dedication.
Bill:
Thank you! It has been, and still is, truly an honor for me to have done so. Reading all the comments written on here I am constantly struck by what a great group of individuals we were a part of for a time. My wife and I have talked about the "What-Ifs" and will say "Yes", it is possible we would not have resigned if we had been treated in a more humane manner. By this I primarily mean the company keeping their word to us.
During a corporate Human Resources investigation we handed a District Manager our written resignation, but agreed to remain until the investigation was over (will be included online as this develops). We had been with Holiday barely two months at this time. Our RD came up to me and stated he was sorry we were leaving and wished there was something he could say to make us change our minds, but it was only a 'formality' without any sincerity. The investigatory meetings continued and my wife and I were asked to attend a different meeting. At the table were the District Manager, our Regional Manager, and the Director of Human Resources. We sat down and were surprised to be asked by the DM what it would take for us to stay with Holiday.
I replied insofar as I was concerned - Nothing would change my mind. Then I admit to adding a 'qualifier' by stating, "If you can convince my wife I'll go along with her decision." From that point on I literally sat quietly as they and my wife started dealing. End result was the managers would be out of there, all write-ups against certain individuals (written by those managers) would be removed from the employees's files because of bias by the managers. We were offered an upscale training potential relocation or staying where we were. My wife stated we liked the community we were in and were willing to stay as permanent Cos IF, repeat IF, Holiday brought in a set of managers who knew and operated THE TOUCH so we could be better trained. Without so much as a missed beat the DM asked my wife if she would accept the managers being re-trained at another location. She responded she did not think it would make a bit of difference in their Gestapo-like methods to attempt re-training, but as long as they disappeared from our community so they could not hurt the residents anymore she could accept that -IF they were monitored closely. Bottom line - she and Management reached an agreement. I was asked if I stood behind what I had told them - and I did - we stayed. The managers were not re-trained, simply sent to another community as new managers until their termination, along with the biggest crock of bull dookie being fed to the residents I have ever heard about why they suddenly were leaving. The residents didn't buy any part of it!
We stayed by hanging on to the "Oregon-or-Bust" spoken of earlier. This blog starts out with three 'letters' of sorts. I received the Heart of Holiday Award because I dared to speak the truth - and those at Home Office who judged the submissions at Leadership Academy chose to recognize that truth and give me credit for having stated it. That took courage on their parts - real courage!
We left because we were ordered to another community over four-hundred miles away under the guise of, "I try to have Cos be at three or four buildings before they become Managers." We had approximately ten minutes to make a decision of acceptance or rejection. (Now remember that Holiday claims a transfer or promotion can be refused without any adverse or retaliatory action by the company.) When my wife declined the offer we were told there was no choice. She responded there is always a choice - and the rest is on the blog.
We went through a very close situation like that with our regional. Time after time he told us we were next in line to become managers, but each time someone else would get the position. He always had an excuse why we didn't get it and said next time was ours. We worked as cos in two states and moved every time he told us to. Almost three years we waited then we quit. We work regular jobs now and have a life again, but we still miss the residents at every community we worked but grew tired of the lies and being used.
WE basically had the same situation. We were offered one managers job, but refused it because the place was like a nursing home. There we 12 open apartments and we needed to take another 12 residents out because they should have been in a nursing home. We were transferred to another region and nothing happened regarding us becoming managers. We ended having the managers-from-hell. They forced us into looking for another job and we luckily found one. They actually did us a favor. At our last building only 2 visits from the regional manager in 8 months. Never any good words while we were 100% for 6 months. Now the building has 10-12 openings. They have had 3 or 4 co-managers in 1 1/2 years. Unstability creates the census to drop --- no question. After 4 years we resigned and sadly left the residents whom we all adored. There is another thing wrong with Holiday now --- many buildings are not getting along as a TEAM. The managers say "its my building" and you do it my way. We stay in touch with some residents and it sounds like Holiday is becoming a nursing home. If a person has a heart beating and they can write a check -- come on in. This is ruining Holiday. The real independent living people don't want to live in a nursing home. In one building they deliver all three meals to 6-8 people every day. I always thought there was a policy that meals would only be delivered for recovering from a sickness or operation for a responsible length of time.
If you those FIG and Holiday people dare to identify themselves on here, perhaps we would have a good dialogue going in which people could express their true feeling without being penalized of loosing their jobs yet being able to say anything they want and perhaps those folks from FIG and Holiday could learn something they otherwise would not hear about. The sad thing of it all is, Holiday sold the company to FIG. It will never be the good old Holiday again where managers as well as co-managers (in certain areas) were able to speak up. FIG has a much different idea of running the company. What do you expect of a "failed" Wall Street financial company. The Colson's and co. got 6.8 Billion and left the company and as much as I sit here, type my little fingers on this key board complaining about how it used to be and what the screw-ups of Regional Directors, Regional Maintenance and other folks are doing to the current Holiday, NOTHING is going to bring back the old HRC EVERRRRRRRRRRRRR.
I hate it as much as all of you do and as much as I would love to see the old Holiday mentality coming back, I promise you it will never happen.
We can only hope that the upper management from FIG realizes that they have a bunch of idiots as Regional Directors running around destroying their investment.
And who knows, maybe that is what FIG wants!!!!!!! FIG certainly has not answered Charles's letter did they? They have not come on this blog and openly communicated with all of us, did they?
So all in all, if you still work for Holiday and you hate it, get out and MOVE-ON as Marilyn always said.
If you want to stay, LEARN HOW THE KISS THE ASS OF YOUR RD as they control your destiny. FIG does not care about you. Holiday does not care about you. So why do you care about them. Love your residents and do the best you can.
And the weekly conference calls?
Put it on speaker, walk out of the office and come back later and hang up. of tell the RD you have an emergency and hang up. Simple. Done it many times because we got sick and tired of them whining about occupancy. Screw them. They have never done what we are all doing on a day-to-day basis.
And as Charles said, many many people are reading this blog. As long as you keep this going and being able to vent a little, enjoy your own life. You eat for free, you get all the coffee/tea/juices you can drink and have no expenses other than what you want to spend.
Go with the flow and just stop caring so much about Holiday. They don't care about you.
Do to them what they do upon you/us.
Or.....we can all collectively leave the company. I mean every single manager and co-manager teams from every single building all on the same day and time.
Do you think that would send a message to those idiots? Yeah yeah I know, the residents are getting hurt.
You can also do another thing.....unionize like it is in Canada. FIG would sell the company in a NY minute.
Achmed:
That is a GREAT COMMENT! I am applauding you (for real).
Your comment puts it all into a nice neat little package and even ties the bow around it. Great job!
You may not believe me about this, but there are actually companies who start a company blog or forum where any employee is able to do exactly what you just suggested. Those companies found out very quickly how beneficial it was - morale went up, costs often went down almost immediately - because the workers were LISTENED TO and given respect for having some intelligence.
D. L. Charles
AMEN !!!
wow the traffic on this blog has slowed down
Must be because now a lot of people have become afraid of writing something since they now know that Holiday manaement and FIG management are reading these blogs.
I have checked with out side IT companies and was told that as long as you do not use your own name, no one can find out who you are.
Obviously, the management people from Holiday and FIG have ignored my challenge to come on here and openly discuss what is on people's mond.
I did not expect them to accept the challenge anyway but still people have become afraid.
It just shows how the management operates at Holiday:
Management by Intimidation.
Achmed:
You may be correct - I hope not. There may also be another reason, but first let me clarify. I set this blog up with the safeguards to protect anyone who chooses to comment. In most cases no email address is needed, any name one makes up should work. One does not have to 'register' as a member or give out personal information to post a comment. The only person who can remove a comment, edit a comment, or make any changes whatsoever to anything on here - is ME! - and I only do so when the writer double posts or requests for it to be done. No one can track, trace, or otherwise find out who anyone is on here unless that particular individual chooses to let themselves be known. At least every other day I save all files on this blog to a flash drive in order to always have a backup. It is set up as a "No-Holds-Barred", "non-Marquis of Queensbury rules" to allow anyone the opportunity to have their say whether positive, negative, or anything in-between.
Confidentiality is prime - and I will always respect the right of confidentiality. Sadly, all of the above cannot convince those who labor under a conviction of subordinate behavior. I started with GoDaddy several years ago, after using several other host servers, because Bob Parson (owner) is a man of conviction. As long as the GoDaddy strictures are observed by me, as the 'lessee', no one has the authority to remove it or attempt to control. His employees feel toward him the way most of you felt about Bill Colson.
Also understand it is natural for 'slow periods' to occur. People will grow tired of the 'same-o, same-o' - it might even slow to a halt. But again, even if it does it will still remain online via this blog for a long time. Insofar as HRC and FIG reading what is written - wonderful! Like Achmed, I will again offer an invitation for them to come aboard and have their say - and will offer them the same protection as everyone else. Will it happen - probably not. I will go even farther and offer an "online chat time" of their choosing.
I was a chef with Holiday Retirement for over 7 years. I did everything from PM cook to floater to executive chef. I was always put into buildings that needed help. Lots of help at my final post. The managers did not like me or the fact I was trying to get the building in line with Holiday Guidelines. In fact they told staff and residents that they didn't want me there and would fire me at the first opportunity they could. Well their chance came on June 15th. Many other chefs in the company were very angry that horrible managers with a threatening manner were allowed to stay while I was terminated for doing my job according to Holiday standards. My regional chef was not aware as she would have done everything possible to keep with the company. I was a highly valuable asset in my experience alone now I stand on the brink of bankruptcy about to lose my home. Meanwhile those managers continue to get away with their spiteful dictatorship of the facility. If I were to ever call a resident a backstabbing traitor or my staff and resident "F...Ing idiots" I would leave immediately with my Regionals and Divisional at my doorstep packing my things for me. This is what happened to me. I was very loyal to holiday before the sale however now I have seen better facilities for lower cost and will never refer anyone to Holiday again. Thank You.
A real manager would of really begged for a person like you ! My last chef cheated the residents like crazy. As far as being bankrupt I am am almost there also, I saved 20,000 to leave the hell hole situations they put me in Last community I managed yes it did have problems and probably still does) after 4 years of dedication. I am down to 3,000 that may last 6-8 weeks. After all of your experience you should be in demand for more pay. God looks out for everyone I have become more spiritual and trust in him and this week 3 - 2nd interviews I never thought it would turn out and was worried and depressed. Now I have a good problem deciding where I want to work. It will happen to you also get out there and market yourself like no other!
As a former floating and Executive Chef, I totally know what you are feeling. The same BS for me too. But I really believe there was more of a personal vendetta against me. I feel for my residents because they are suffering from the fallout of my leaving and the quality of food that has become the level of cafeteria or nursing home.
Check it out and start a discussion:
http://groups.google.com/group/holidaytouch
Why start a discussion on Google? This site works just fine and I feel much more secure on it then Google.
Do you really thing we ALL are that stupid?
If you want to try to find out who some of the people are that are commenting on this blog than just come on here and identify your self.
If anyone is stupid enough to leave messages on Google, they will be able to track it.
This site is protected and no one has to be afraid of being found out who you are.
So, Holly Tudge, you are not dealing with idiots. This blog is perfectly ok.
ATTN: Anyone wanting to leave a message, do NOT do it on Google.
It is the same for employees who are told they are safe to go to their HR to help them solve sexual inapproiate behavior. They get fired and are never able to have resolved, this happened to one of the manager here.
Yea Disillusioned I agree this is the best and important people that count are on this site!!!
Holly did you read the restrictions on that site???? Apparently must be a corporate site EVERYONE IS FORBID to post then who can you tell me
Anonymous - If that is your real name - you can establish and retain your anonymity on Google just as you do here. I did.
Why would you want to go to Google when this blog is perfectly ok for everyone?
Why do you insist on moving to Google?
Can you explain this?
In my mind you must have some sort of reason to have us move to Google When I trust this site as well as Charles much more then what you are trying to do.
You don't like it, then you talk to the hand on Google by your self.
People feel much more secure here.
Bye Bye to you, Holly Turd
Description: for google!!For unofficial but rational and respectful discussion and expression of opinion -or inquiry- regarding the operation and management of Holiday Retirement and its communities. Posting is restricted to current, former, or potential employees or residents.
The restriction "...to current, former, or potential employees or residents."
would not seem to exclude anybody, if you really think about it.
If I may:
Checking out the site I am puzzled by there being no opening 'blurb', or entry, by the initiator. Clicking on the "more group info" at the lower right corner brings up access rules. The use of the word "managers" leads one to consider more than one 'moderator', plus one can apparently only post a comment if a member, then one must be a member to view the member list. Reads like the standard Facebook or My Space format. Join in and invite your friends social type online event.
If it turns out to be a plausible it will make me a happy camper. I might even join in, but I have a problem with being on a 'list' of any kind - am on too many as it is now. Heck, I spend more time deleting or hiding all of the quizzes and 'joined things' people do on Facebook which gets posted on my wall than I want to. I like my 'privacy' - and if I choose to break said privacy it is my choice, not a strictured criteria of membership.
If the 'unofficial group' is potentially corporate, and it insists on a member sign-up then count me out. I did subscribe to it and will see what happens. The more sites such as this one which spring up and grow then the more 'clout' affecting Holiday/Fig.
Anybody can view group content
Only members can view group members list
Anyone can join
Only managers can create and edit pages
Only managers can upload files
Only members can post
I guess everyone has choices (former employees)but I opt NO! I think most of us do.
Holly - anonymous of course isnt my name because most dont use names on this blog as you have noticed.
Nope, no discussions at all yet; but it looks like two of us have already joined, anyway.
Leave a notation of your status* in your profile. Ask to become a MANAGER so you can invite others.
*STATUS - with respect to your relationship to Holiday [i.e: position, past or present maybe even a resident]
seems like Holly is trying to distract people from the good work this blog is doing, and by doing so dilute any power for change it may achieve. Just like any pest, ignore her and she will go away.
The conversation that Charles has started is just fine....
The new one seems a little scary to me, from the aspect that it is being organiozed by FIG or Holiday. I just checked it and nobody has responded. In fact didn't I read somewhere recently that FIG was hiring someone to deal with anti-internet sites & comments ? If Holly wants to get something going, she should start some comments herself and then that should be followed by some of her friends.
I appauld the comment by "missing the good old day"... It is unbelieveable how Holiday Retirement has badly changed since the Colson days. THE Blue Light Guys are running it right into the ground. These Regional Managers should not just be hanging around the individual builings when something goes bad. How about when something good happens, the RM says the building Managers & Co-Managers I'm giving you an extra day off. I'm working for you. ( I know I'm dreaming )
Reply to The Dreamer can be found at the Google Group site.
DL- time to delete Holly Trudge, even her name makes me angry.
Holly needs to talk to herself,no one should reply,why kill a good thing.
Bart Colson visited a building underconstructionlast year and made the comment to the marketers that Fig is trying to recreate the program. The problem is they are trying to do things that we tried years ago and they did not work!
The BLS could not run KMart and they killing Holiday.I know of one building that had new co's running the building with no help,mgrs were on sick leave this went on for several months.The BLS went into the building twice never for more then a few min.When a new mgr was hired they were transfered.They never got a kind word for the RM.That building is at 79% was a 100% building for years.Your comment about a RM working for a day or two covering for mgrs was at one building a promise from the BLS if you can do this I will cover for you for two days!!! They did what he had asked but never saw the RM when it came time to do what he had promised.This blog is a great way to vent & most everyone is doing just that.I feel Holly is in to bed with the Fig group???
Everyone please:
Give Holly a chance. It is hoped that more sites develop in order to offer a larger variation of discussion potentials. I am completely in favor of this. When this blog began it was no more, and no less, than a single individual's placement on the internet -- YOU made it into something feasible, not me.
And the same can be done on Holly's discussion group, or any other which starts up. There is not, and never will be, a 'competition' with another site per se. Sooner or later there will have to be a site set up by HRC simply because they will have no choice. All of you, along with almost twenty-thousand readers now, have created a conduit of information regarding senior lifestyle care, salary, work ethics, etc. which is beginning to reach others. This "reach" goes beyond just Holiday and Fortress. It has created a spotlight on the failures of the "private-corporate-greed-driven-senior care industry", with its effect on every level of residents and employees.
Thank you!
Yea but we love your site DI dont wanna have to search all over to communicate whats good for this one should be good for everyone.
DL, Although I understand your posturing, I agree with Anonymous; the more we can keep discussions in one place, the easier it will be for all involved to read and comment without going to numerous other locations.
I believe most of the comments left on your blog have been professional and not just venting. We are all mature adults and have the ability to raise issues and concerns without sinking into unsubstantiated allegations and malicious rants. All of us are here because we developed a stronger sense of compassion for the residents of Holiday managed communities. We truly care about there future and we are worried that the new regime changes are adversely affecting these wonderful people. FIG and New Holiday need to listen to these comments--and rather than just write them off as the rants of disenfranchised former employees, they need to understand that we understand that this is a business and tough decisions need to be made, but at what cost? Would they make the changes they are and treat managers the way they do if their parents/grand-parents lived in a Holiday Community.
Let's keep our comments live, keep them professional, and keep them here.
I thought you might find the following rather humourous - or maybe just a little strange.
My wife and I have been sitting at the kitchen table this morning having casual conversation over our morning coffee. She is trying to get over a terrible cough and feels awful. Anyway, we're sitting at the table, looking out the window at a very large water moccasin slither its way across the yard toward the field out back, when my wife glances up at the wall clock and says, "Well, it's 8:36 AM. Right about now we would be getting ready to sit down for our breakfast if all the servers showed up."
I looked at her in puzzlement for a moment, then it clicked - she was thinking about the community again. We have been officially resigned since January 03 of this year, and away from the community just over six months, yet we still feel the pull of the concept. On a daily basis I cannot begin to add up how many times we relate something from, or about, Holiday. Either we are both "over-the-wall" or failing to completely move on. I'm not sure which it is. Ironically enough, almost the same thought had been nibbling at the back of my own mind just before she said it.
What is it? What is the beckoning strength which continues to draw a concern for the residents and staff, plus why does it do so? We left the company, but the pull hasn't faded completely away. Why hasn't it?
I retired from a company after over thirty years and do not experience thoughts or concerns about co-workers and company. I put a lot of people back into jail as a bail bondsman, but I never think about them anymore - same with the time when I was in law enforcement. Once I finish a novel I am "done-with-it" and it gets tucked away. What creates such a difference that we have not been able to do the same with Holiday? I truly would like to know.
I am a reasonably intelligent human being, fairly well read and educated, have studied psychology - yet so far it eludes me as to this clinging concern. After my wife's statement this morning the conversation then centered on various residents and staff of the community. Not exactly a positive conversation for a lazy Saturday morning when the weather is too unsettled to take the boat out for some fishing and my wife isn't feeling well.
How did "THE TOUCH" get so embedded in us that we appear unable to let it go? Someone help me out here, please.
I know what the pull is for me, and although I am a former home office person, I think the idea is the same. To FIG "The Touch" is a tag line, a motto, a buzz word. To "old" Holiday, it is an ideal, a possibility, a goal. When I first started, I thought I was dreaming. Every bit of training I had, every meeting I went to, there was one constant - What's good for the resident is good for Holiday. There was no mention of money, money, money, just family, working together. Of course we knew it was a business, we weren't working in a dream world, but if you take care of your residents, of course they will stay in the building, and bring their friends too. I started in a department where I had hourly interactions with managers. I was trained to always treat them with the utmost respect. Always to keep in mind that my job was from 8-5, and I got to go home. The manager on the other end of the line though didn't have that luxury, and could have just answered my call after cleaning a toilet, giving a tour, or finding a deceased resident in their apartment. It wasn't up to them to make my life easier at Home Office, it was up to me to ease their burden in whatever way I could. That was a number of years ago, but those early lessons stuck with me, and changed me. Could we all really work together for the betterment of the person next to us? Could I make the manager smile while they were on the phone with me, and could they in turn put that phone down and make a residents day a little brighter? The challenge was to remember that there was an elderly person out there who had worked and saved their entire life, and was now choosing to use it to pay my salary. I owed that person something in return. I owed them my very best, every day. The feeling that gives you is undescribable. We had Bill, Bart, Sheryl, Denny, Mark, and so many others to remind us that the expectation was the same from the top down. They lived it every day. I saw these people in the hall daily, they didn't sit up on the third floor behind closed doors and make major decisions without looking into the eyes of those who were affected by them. I know that the new employees at Home Office over the last 2 years don't get those same lessons, but there were enough "Old" Holiday people left to show them by example. To talk of Bill and share his vision on an informal level. With the major "lay off" in February, and subsequent firings, there are so few "old" Holiday folks left that the lesson is being lost. New lessons are being learned though, and as much as I miss my co-workers, I am not sure they are lessons I would be able to live with.
A tip of my hat to you! VERY well done!
Here, here... I still say they made a big mistake by not renaming the company when they had the chance. After blowing $1.5m on a new logo that was already in use by another company, why not start from scratch. Let the employees know that there IS a new direction, tell them what that direction is, let them know that they are all available to come on board, but if they do, let the old Holiday go! It is over, it is time to move on. Quit trying to BS your way along. What is wrong with effective communication? Actually, what is wrong with just plain communication? To not know ANYTHING from day to day is horrible. To hide the census results is stupid! How can a team join forces when all they are given are blinders to where?? The people that have been hired in the office are clueless. The H/R guy is not approachable and very difficult to communcate with. The decisions he has made tell enough story. Where did he come from? Come on Jack, stand up to the plate and make the RIGHT decsions! PLEASE!!
This is one of the best posts on here describing what Holiday used to be about. Home Office was there to serve--MD's served--RM's served--Mgrs. & Co's served. PEOPLE FIRST, product second and profit was what resulted from focusing on the first two priorities. Now profit is what matters and people are simply instruments to achieve that goal. Before this mindset came along, I can remember talking with my own spouse about how the leadership above you were such great people that you WANTED to do good, for them. No one needed to rule with an iron fist (at least in our case--it was just a delight to work for who we did!) I'm very sad to hear that there is mgmt. out there who have not espoused this same attitude. I think people that manage with harsh words and threats aren't truly leaders, as those who lead also know how to motivate and inspire greatness in those around them.
I will say that the negative attitude toward the "Blue Light Specials" was sort of funny at the beginning of this blog, but has become somewhat of a derangement as you continue reading. I don't know who is being referenced but can assure you I know a couple of so-called BLS's and they are fine people. The one I've had closest contact with is a true leader, gentleman, full of "The Touch" and a person who LOVES the residents! So it really is unfair to keep lumping a group of people together who may be NOTHING alike. I'm sorry for the bad experiences that you may have been subjected to--but what you describe are personal problems not necessarily related to where a person worked before or what business they were in.
I'm of the opinion that you've either got "the Touch" or you don't. If it's not in you, it's not really something anyone can train or force upon you. Rude people come from ALL OVER THE PLACE--not just Kmart.
The frustration on this site is no doubt very valid. Trust me, I'm a nobody and am completely frustrated with the turn this company has taken. Holiday Retirement used to be a VERY SPECIAL company that was an absolute PRIVILEGE to work for. It has turned into a fairly run-of-the-mill place now, where folks are ALL putting in long hours with dwindling personal lives. Family life is something that the corporate machine does not take time to consider. I'm disappointed about things myself.
However, some of the things that are being said and praised on this site make me scratch my head. There are some really rude, bitter and borderline obnoxious comments. Yet you may wonder why you never got promoted?? I'm with you on being angry when people treat you badly; honest, I get mad, too. But you can't act as badly as the people you're complaining about and expect to accomplish anything productive. You may rattle people's cages and get them to join in (the ol' misery loves company), but you're just making yourself look bad and taking away your own credibility.
I'm merely a "color commentator" who's been quietly observing.
I absolutely agree with you. To say that all of the RMs/DMs that are "outsiders" are not doing their job is incorrect. Most managers that I have talked to believe that an "outsider" is any RM/DM that wasn't first a community manager, and that the only way to lead their people is to have been a manager before. I disagree totally. There is one DM in particular, and could be the same person of whom you speak that came from the retail world, yet he is just filled with the touch. It wasn't too long ago, maybe 4 or 5 years that almost every regional had been a former manager, yet many of these folks were let go (while Holiday was still owned by the Colsons) because they were horrible managers, who ruled with an iron fist and refused to hear any new ideas or input from their managers because they had "been there done that" and they thought their way was the only successful way. You are exactly right, the touch can't be forced on you. And if you have it, it's important to keep it constantly renewed. It would go a very long way if a so called Blue Light were to come in, talk with the managers and say, hey, I've not run a building before. Show me what you do. Have them shadow the managers for a day or two. Poor the coffee, call bingo, plunge the toilet
Attitude Determines Altitude,
I must say you do make some excellent points.
I am one of those people who is harping very hard on these BLS people simply and only for ONE reason and ONE reason only. They get onboard with Holiday Retirement (and we all know who is brought them into the company) however, those former Kmart people come into the region and start telling managers and co-manager (who have been in their buildings for many years, in a lot of cases) what they should do and what they should not do when those folks from Kmart have not spend a solid month running a building day and night. They start telling you how to make a DI call??? When we challenge them to show us and make some of those DI calls they run away.
These Kmart folks have no clue how to run a building yet they are coming into a region with such a force that it has become a joke. The respect level for those Kmart people is nowhere to be found. I always believe that one has to earn respect. Obviously that works both ways but those “new Regional’s (ex Kmart and now ex Marriott) have to power to fire people instantly. I have been in a region where we went thought 11 regional directs in less than two years. Each one of them had different opinions as to how a building should be run. How much do you think a manager and co-manager couple can take?
So yes I agree, those BLS people are all lumped together. I am sure there are some good ones to yet…. Don’t come into a region make all sorts of promises, don’t keep any of them and think you have earned the respect.
So many times managers have been promised a simple thing as a review and a salary increase based on such a review and than those reviews were never done let alone a salary increase being given. Those BLS folks have promised so much and never followed though on their promises. Seen it many, many times.
So if you wonder why we make so many jokes about the BLS people, the reasons are very obvious. One of the VERY best ex Kmart people a lot of us know is Dick Glaunert.
There is absolutely no doubt about the heart and soul that man has poured into Holiday Retirement over the years but….. The difference here is he cared for his managers/co-managers and pooled all managers/co-managers, in his region, together and work together to make his entire region one of the best regions in the country.
You can only do one thing for Dick Glaunert and that is respect him with a capital R.
That does not mean the rest of these BLS’ers earn the same respect.
You get what you give. If you give BS then you get BS.
Same goes for FIG. They give BS so they get BS. It is clearly seen in the census of the entire company, which by the way also counts for Brookdale. People who work in buildings at Brookdale feel the exact same way as currently is felt at Holiday Retirement.
Your points are valid in many ways but see it from the other side as well.
Oh, if only all the RM/DM's were like Dick Glaunert. He is such a quality person, I have such respect for him. He gets results, and doesn't beat anyone up to get them.
Hear, Hear! I could not agree more.
Would you believe he came from K-mart?
You couldn't meet a more caring person than Dick Glaunert or one who treats those who work for him any better. THAT'S a fact and I pray that those at the home office realize what a gem they have in him! It would seem that he is adored by all who know him.
That being said, he also hired a couple guys from Kmart who have those same qualities. And, if I'm not mistaken, in Dick's former region, the RD's were actually trained by doing some of the duties of the managers, including renting at least one apartment. Let me say again, grouping these RD's into one negative lump isn't fair. There actually ARE RD's who would do absolutely ANYTHING for the residents and take very good care of their managers, including going out on a limb when necessary to defend them. There are RDs who I've heard actually have their team take over the dining room on occassion so that the managers can go out to dinner. These guys truly have "the touch" and it's a shame more of the RDs, from what you say, are night-and-day different from these guys.
As I said before, true leaders inspire and motivate to bring out the best in those around them.
It was obvious things were-a-changin' last fall when home office decided they weren't going to even give their employees in the communities a holiday turkey anymore. That was an ominous sign that "people" just fell down a number of notches on the proverbial totem pole. There are few things that home office can do to personally show their appreciation and that was one small gesture. An easy assumption to make is that management at that level doesn't understand how to relate to regular folks and what that small token meant. But...I suppose to be fair, we really don't know what kind of pressure Fortress is applying.
I just wish we could rewind the company back even two years, when this place was exciting and you were proud to work here. Now like far too many companies, you just wonder what's coming next.
I'm really scared for the future of Holiday. They can make all the profit in the world, but if they don't come back around to putting "people first" (residents AND employees) they will still be an ultimate failure in the most important sense. There's just so much more to life than the all-mighty dollar.
These are the things that I wish Callison and Fortress would realize, if they were reading this. Of course profit is important; you need it to run the company. But more importantly, how many people's LIVES, HAPPINESS, FAMILIES are you holding in the palm of your hand while you attempt to amass great sums of wealth? Every decision you make has a ripple effect that is being felt. Oh, how much more to life there is than "proft", spreadsheets, "the books"..... Holiday Retirement until recently was a company that understood that. They made a tidy profit while "doing the right thing". It's sad to watch a gem like that being ruined.
Wow, thank you. You put it all down in a nut shell and very well written.
For those of you lucky enough to have been able to go to Maui, wasn't just a fantastic trip?
That is what Holiday Retirement was all about. You worked hard, you "played" hard and we all were PROUD TO BE A PART OF IT ALL.
Thank you again. You wrote this very well.
I worked with Dick Glaunert when he first came on at HRC. He was easy to get along with and communicated professionally. He is a quality person and a very good manager of people and situations. Dick, if you are reading this, I hope you are faring well and take care.
Anyone that agrees with anonymous please comment
I agree. This blog is one of the best items for people to communicate with each other.
As I have said before, you want to go to the Google blog, trust me, they will be able to locate you. It is said that an IT person at Holiday was promoted to the executive office a couple of months ago.
Perhaps this same person is now trying to have everyone go to the Google site so that we can be tracked.
This site is safe and no one can track who you are.
Charles has done a fantastic job with this blog.
THANK YOU Charles for making it possible for people to stay in touch with each other.
FIG and the New Holiday can not stop anyone leaving messages here.
I know they'd love to be able to track it just like they listen-in to all phone calls made out of the offices of the buildings.
I am a friend of a resident. His managers are so desperate to keep tenants that they threaten the home care companies that have offices in the complex. If they lose more residents because of failing health, their companies will be OUT, too. What a stressful situation for EVERYONE!
What an impressive building and grounds. What a wonderful concept; however,the economy is not making the FIG bottom line green, and how can the apartments be filled when the area is over-built and has vacancies?
Perhaps the whiz kids at FIG will ultimately realize that it could be in their best interest to cut their losses and run... NOW!
I'd guess the value now could be reasonably placed at just over $5 billion.
And it just keeps getting better!
On August 11, 2009 Daniel Mudd, the person who headed up Fannie Mae's problems and was pushed out by the government take-over, will bring his "special abilities" to Fortress as the new CEO. Wesley Edens feels Mudd has the knowledge and ability to handle Fortress company investment strategy - and will pay Mudd $1.9 million and stock options.
Hello? Is anybody out there at Fortress paying attention to business? I always believed company top executives were supposed to care about the company and its employees.
One thing must be said about the paper tigers at Fortress - from the initial public offering to the present - the 'Magic Three' took their monies first. Now that the top positions are filled with such high caliber individuals "we can all sleep comfortably at night knowing the company is in safe financial hands". Where have I heard that statement before - oh, yeah, Jack R. Callison, Jr. said something similar when he came aboard as CEO of Holiday Retirement.
Here's a question which repeatedly comes to my mind - Where do these bozos find so many mindless investors who believe the drivel handed out by the slick snake-oil pitchers? With the expertise available in all of the HRC employees perhaps several should consider their own investment management group.
The more research I do with this the more it is beginning to stand out that there is a "good 'ol boy club" out there wherein the members take care of each other at the investor's expense. (You got caught running company A into the ground - not to worry - you come with us for awhile at company B and we'll pay you a fantastic salary plus stocks, then we'll both go to company C - just remember about 'paybacks' if we ever need it.)
What has happened to Jack Callison if Mudd is the new CEO.
The more you hear about FIG -- the worst it gets.
I understand there are very few buildings at 100% and the census just keeps dropping. I am a former Manager and must say that we don't miss the job at all. Long days...long nights...no life...and uncaring Regional Managers.
From the beginning to now there has been a 100% change in attitude. The RM 5 years ago would call us every week and say thank you for your hard work. We proposed to him that every month the manager couple and co-manager couple each get a long weekend off. Fri-Sat-Sun-Mon. His response was "do whatever you need to so people are happy and they show enthusiasm to get the job done". We felt that having 4 days off
once-a-month was something to look forward to. It happily lasted 6-8 months and both management couples looked forward to their 4 days off.
This lasted until our former RM left because of illness and a new Blue Light Special replaced him. Guess what? We were told to stop the monthly 4 days and get " get with it and stop having a vacation every month". My response to the BLS was " why is it o.k. for us to work 55-60 hours a week with no extra compensation or time off". He said "if you don't like the job ---leave". WE argued that when we took the position we agreed to 48 hours a week and maybe a few extra. Guess what--after 8 months under his reign we found another job and quit.
Holiday needs to institute a 3 or 4 day weekend off every month just to keep people happy and sane. When you become a Manager or Co-Manager you basically agree to never have a full weekend off...you never have all holidays off...
and you work "your ass off" to keep the building running.
How about this one for the RM's.
A BLS fired a building manager because he felt they were not doing a good job marketing and had 20 vacancies. The BLS brought in a young couple as Managers who had worked for Holiday for just 6 months. These new Managers said they "didn't know how to do move-ins, petty cash and deposits. The BLS said " they have great marketing ability and will bring this building back into shape". Today they have 40 vacancies. GREAT MOVE Mr. BLS.
Mudd is to be the new CEO of Fortress itself - Callison is CEO of Holiday Retirement - so, in actuality, Mudd is Callison's boss. Mudd reportedly walked away from failed Fannie Mae with a $14 million dollar package. He is already on the board of Fortress.
Only in Wall Street can a group get together, fail miserably with other people's money, and make a fortune doing it.
Maybe Fortress will get Bernie Madoff to be the new Concierge Supervisor for Holiday Retirement . Of course, this will be on a volunteer basis from his jail cell.
To paraphrase a quote: "Now that is funny - I don't care who you are, you have to admit that is funny!!"
what is the Concierge Supervisor? is that a new position?
Just kidding..If Fortress can give $1.9 million to the fired CEO of Fannie Mae, I wouldn't be surprised if they created a new position for Mr. Madoff.
Yes. They have cut the activity director hours to 30 in each building and they have restructured the annual review-and-pay raise just to screw people out of money. The food quality has diminished. What's next. Plastic sheets and reusable toilet paper ?
We have seen no cuts of wages or activity directors hours in our area.Might be a BLS trying to gain,bonus,position etc???
The hours of activity directors in the the Carolina & Florida region have all been reduced from 40 to 30 hours. The budgets for activity supplies has been slashed in half.
The Chefs have also been told to order
lower and cheaper grades of food.
Do any of you people here yourselves? You had a good ride and now its over. reality check the company is trying to make money and save the jobs that you have... 4 days a week off every month you have got to be kidding me. omg
WHAT ?
Ok gang, we have the first RD on the board daring to write something here.
beewildered what is wrong with doing something like that on a monthly basis? Are you stupid and not knowing the kind of hours people work? What is wrong with having a 4 day week-end 1 x per month?
If the managers and co-managers can work something out like that, why do you as an RD have to get in the middle of it when you don't even know how to run a damn building?
To me it means these managers and co-manager have a good relationship and that is worth everything in the building(s) these days.
Managers and co-manager suffer enough from all the BS you as RD(s) give us on a daily basis.
There is no respect for ANY RD who has not run a building for at least 2 months and that includes day/night shifts and every other shift in the building i.e. housekeeping, cooking bus driving...(oooops I forgot, you RD(s) don't have your CDL) as well as planning all activities and doing the monthly calendars ohhhh and let us not forget,,,,,,marketing/cookie drops and moving in at least 5 new residents each month.
Once you have done all that then you have the RIGHT to open up your damn mouth.
GOT IT?????????????
What I would like to know is: of the managers and co-managers who have left or been fired -- what were the reasons??
overworked and underpaid not appreciated just pushed and shoved. Apartment managers get paid more. Dont live on site and dont have a full service kitchen.....not on duty 24/7. Firing the wrong people seeing the blog I would of given a kidney for some of the co's let go.
Working with Managers who were like Adolf Hitler and Cruella Da Ville. Once
they realzied that residents liked us
better than them...it was all downhill.
We were falsely accused of several things and then we decided it was time to leave. We were never given a chance to give our side of the story with human relations and the RM and we felt like it was working for the Korean or Russian government.
If you don't mind saying how long ago was this?
Our player-hater was the chef - who said when we were promoted that he had lasted through 5 other managers and he would still be here when we were gone -- took him 2 months to get rid of us!
Our minds are blown and our hearts saddened for the residents.
What are you doing now?
Was this Fort Smith Ar we had a chef from you know where there
not that long ago...We worked for the same kind of people Charles & his wife worked for. They kept saying ---"its my building"..."Its my kitchen"..."its my office". "This is the way I want to do it" (not the way Holiday says) We now have a 5 day a week job...no nights...8 to 5....weekends off...no serving food, washing dishes, cleaning rooms and being yelled at by the RM. My advice to Fortress is not to build any more buildings. You can't even fill the ones that you opened in the past 2 years. I really feel sorry for ANYONE who gets the Managers or Co-Managers job in a new building or even a newer building. You will be blamed for everything. Good luck everyone at Holiday. Tell me why doesn't Human Resources have exit interviews ? Are they affraid of the answers. It must be costing Holiday & Fortress big bucks to waste all the training on people and them have quit.
Whatever job you now have - are you willing to share some of it so we can have it too? Just teasing!
I retired from an international company after thirty years and four months. During the entire time (excluding management positions held) I was paid a very good hourly wage with excellent benefits. Anything over eight hours a day was time and a half, Sundays were double time, as were holidays. The management positions also had the same excellent benefits and the work hours were about the same as hourly. My retirement scale and benefits are pretty darn good.
As I stated earlier my wife and I enjoy "working". One of the 'gripes' we had with Holiday was that on our days off there was no options for 'projects' on premises. A one bedroom, or two bedroom, apartment quickly becomes a nightmare when you are basically a prisoner in it. Going back over the journal I am struck at how much money we spent 'getting away from the community' on our days off. Will we both go back to work again? You better believe we will.
Recently I submitted an online application to a company who quickly responded asking me to come in for an interview, but I was hired if I wanted the job. The interview went very well and I now work part-time for a reasonable hourly wage. I had to laugh during the interview when I was asked questions concerning decision making willingness. I replied if they wanted me to make decisions regarding stock ordering and co-workers the price just went up. Thinking and decisions costs extra. The interviewer also laughed and replied it was my choice - and I chose to pass on the management offer at this time - just work lower end.
My wife is building her online business and starting an herbal endeavor once again (like she used to have). We have discussed options and will sit back a bit to see what develops. We are considering some type of endeavor "Holiday-like", but there is no way we will ever again work those hours for that amount of pay. At this stage of our lives I would rather work a non-skilled hourly job than return to what we see happening at Holiday/Fortress.
From what I hear through the "grape vine" Fortress isn't exercising their option to take on any of the new buildings that were being built/planned at the time of the sale. There is a deal in place whereby Holiday does the marketing for these buildings under construction, then there is a decision made, about 4-6 months from the date they are due to open as to whether Holiday will move forward on them, or if they are to go to Hawthorne (Bart's company - used to be XL). So far, the last few that have fallen within this time frame, Holiday has passed on their option and Hawthorne will be opening them. Good on Hawthorne, as we know the true touch is alive and well there. Many of the "old Holiday" who were let go are working for them now. It's a mighty long drive from Salem to Vancouver, but those that are able/willing to make the commute/move are looking for opportunities there. So much for the promise from Fortress that Holiday will continue to grow at a rate of 15-20 buildings a year. It's weird though, people are only getting older, and the baby boomers are just around the corner. If Fortress had done things correctly, if even now, they would be willing to do the right thing by the residents, there would be no end to their prosperity. Fortunately for people looking for retirement living, they are leaving the door wide open for the competition to shine, it didn't used to be a buyers market, but thanks to FIG running the company into the ground, it sure is now!
You can also include Brookdale Senior Living under the same umbrella to shy away from. Fortress (Wesley Edens) owns them as well and things aren't any better at BKD.
Actually this is TRUE. Technically they are exercising their option to bail-out of the properties. And yes, Bart is picking them up. Also, the Home Office is being told nothing - except that they are still GROWING. What a crock! Nothing truthful is being told to the office. They won't een tell people about the people being let go. We have to find out via the outside world. "Last one out grab the flag" !!!!
I think I have met these managers 5 yrs with holiday 2 facilities,both at same time till fortress took over.my 7th set of managers felt the same way as Hitler & Da Ville,made up reasons to let me go.And then stated company policy is that your NEVER allowed back on the property.So all the residents that i've known and loved,I can see them only away from their homes. I told HR that the new company failed to realize that our business was with PEOPLE.!! Being let go was one thing but to keep us from the residents that we love. Is so wrong
Basically sir, here is what a 4 day weekend off means.
Monthly schedule:
week 1 --- average 60 hours working & on call
week 2 --- average 60 hours working & on call
week 3 ---have extra day off--work 52 hours & on call
week 4 ---have extra day off--work 52 hours & on call.
Even with an extra 2 days off per month a Manager & Co-Manager work 56 hours a week. There is no question sir that the management team works way beyond a 48 hour week. Even if you work 48 to 60 hrs weekly , you get ZERO compensation for being on call
36 or 48 hours weekly. I've heard several stories that new co-managers have quit because they can't "take the long hours". Can you image how much people would look forward to four days off ( in a row) every month. They can go places...enjoy themselves and get rewarded for all the extra hours you work. Granted you need to work around the clock for the 4 full days when you fellow team is off, but it is worth it.
How many Managers & Co-Managers need to just unwind for a 1/2 or full day after working a full week ?
The total name of the game is CENSUS --OCCUPANCY. You need to have a positive and productive management team to make things work. Under the present system, all that happens is you get burned out every week. None of this --- "Its my building" or "you do it MY WAY " crap. You do it like the book says or you were taught at the leadership meeting in Salem. Yes I agree with the above comment "YOU HAD A GOOD RIDE AND NOW ITS OVER". You need to add " WHEN THE COLSONS OWNED THE COMPANY". Sir,you need leadership at Holiday. It has disappeared. Regional Managers need to give marketing suggestions and lend a helping hand to the management team...spend at day or two at each building and help with D.I. calls, cookie drops or community visits. Right now it just seems that RM's are just yelling about census. How about suggestions to improve it. One RM is preaching --" Visiting your nearby assisted living facilities and see if people want to move out". First, who will let you in to steal their residents and second, why does Holiday want assisted living people-- Its INDEPENDENT LIVING. Within the past 2-3 years many buildings have taken on residents who belong in assisted living or nursing homes. This has caused many Holiday buildings to be viewed as non-independent living and has scared away many seniors in good health.
Good luck Holiday, your census will continue to decline if you follow the current path---large turnover of management team members...acceptance of non-independent living residents...and lack of emphasis on "The Touch" because of low moral and constant criticism.
So, with your plan, how many days are the managers or co-managers working 12 hour shifts alone? We enjoy going out together marketing & visiting our residents in the hospital & their families, etc.--hard to do if we're the lone rangers for 12 hours. Working extra hours all the time exhausts you. We've tried it before & consensus of our co's & us is to keep the regular schedule & take our mid-week 1/2 days & 2 1/2 day week-ends. We do long week-ends once in a while. Yes, you look forward to your long week-end . . . but dread the other set's long week-end. ha. Guess once again it is a matter of perception.
I've never felt trapped in my apartment--have a garden, have my books, play cards w/ neighbors--go for walks. Yep same stuff as home. I enjoy being a resident for the week-end. Oh my, what will we do when I have to cook again?!!!
Please don't kid anyone....There is no such thing as a 2 1/2 weekend at Holiday. You never get a weekend off if you follow the recommended schedule.
Also Co-Managers, with their 2 days off,
get a TOTAL of 3 evenings off per week and they are on call 4 evenings a week. No life. As a Co-Manager you never get to go to anything on a Friday or Saturday night. You always are working.
Also, if the Manager is fair, both couples alternate holidays. You NEVER get Christmas and New Years off together...or Xmas Eve and New Years eve off together. It is reality at Holiday no personal life.
I guarantee you that cooking once and a while is much better than be trapped in a building all week long.
With the plan above....
Week one...regular schedule
Week two...regular schedule
Week three & four --work out a schedule that permits each couple to have 4 days off.
Yes, we alternate holidays with our co's--actually we work with each other & find out whose family is doing what, etc. We have actually worked Christmas & New Years because co's had family in & then we got a couple of extra days off. Our family came & celebrated with us here. It is possible to work together. Sorry, we do get off early Thursday afternoon & am off Friday & Saturday. Co's are off Sunday & Monday & don't come in until late Tues afternoon. More time off than when officer of a private co. in former life. This is why I say it is a matter of perception. We own our own home in another city. We consider our apt. our "2nd home" & we enjoy the area of the country we are living in. Have friends in this community & where our home is. We have a camper, too. (In fact, we take it to the lake on Tues afternoons, camp Tues nights, come to work Wed afternoon & eve, & back to lake on Thursday thru Sat evening.--couldn't do that in our old 8-5 world). Sometimes meet up w/ other managers to camp. In my former life, rarely got holidays off, because required to work w/ chamber of commerce & be at local holiday events or the company considered it a good day to get more work done. Worked tons of evenings & week-ends . . . the life of a salaried exec. Many of our friends are also in similar lifestyles--funeral directors, doctors, nurses, attorneys, bankers--all have to switch off week-ends & holidays off & on call.
I understand that you dislike the schedule--but I don't think it is fair that you should conclude that EVERYONE else does, too. By the way, the schedule we work is the same "Holiday" way Colsons set up. Not something new set up by FIG or BLS RD's. If we or our co's have something special going on, we work it out.
Holiday has given us lots of perks--we love the travel program & have made good friends w/ other manager, co-mgrs, employees & residents. Plus we have saved more $$ than we did when make twice the salary. Go figure.
You are right, co's do work 1 night more per week than managers (so sorry, there is no way to evenly divide 7--if God had made 8 day week, it would have worked out more even for us). BUT--remember that managers are always on call & available 24/7 for their building--co's on their time off aren't. So there is a trade off. (BTW--we always calculate total hours worked on paper & we come out just a couple of hours different)
I can only tell you from my experience--but ours has not been that bad. All of the co-mgrs we have trained are still w/ the company. (We have managed top buildings, also). We have low employee turn over & high resident satisfaction. Haven't had to unplug a toilet at night in a couple of months.
This is NOT a lifestyle for everyone--that's for sure & probably not one for you. My point, tho, is that there are several points of view & not all of us are unhappy or bad horrid managers.
My typing skills suck today. The sentence "Co's are off Sunday & Monday & don't come in until late Tues afternoon" should be they don't "come in until late Tues morning." Schedule isn't that good. HA!
My hours have been cut by 20%, my budget cut by 60%, my work load increased by weekly corporate mandated events. Other ECs readily admit on regional conference calls they work from their home computers on their own time to complete monthly newsletters & calendars. In the next breath they wonder out loud when the hours will be increased back to 40 per week. Why should Holiday increase your hours back to 40 when you are getting everything you did before and more done in 32?
Working at home, on your own time, when you are an hourly paid employee violates Federal Labor laws. You can (and probably will) be terminated for working "off-the-clock" if Holiday should feel threatened by your doing so. Until, and unless, they do feel that way a blind eye will probably be turned to it. It is called "CYA".
This is setting yourself up for a fall. The Holiday Employee Manual is crystal clear about working off the clock. Any hourly employee must be paid for all work done. The fact of ECs "readily admitting" to working at home on their own time - and stating such during a company conference call - created a situation whereby 'the company' then becomes partner to and complicit in a tacit agreement of violation of the labor laws by allowing the continuations of known violations (an accomplice). Company knowledge of those violations was created by the verbal admissions/discussions during the conference calls.
It is 100% correct what Charles just wrote. The addition here to is that Holiday no longer has to pay for any medical benefits.
All of you dedicated Activity Directors who think you have to work at home on your own time, please ensure you log each and ever single hour you work at home. Ensure you log what you are doing is company business and make sure you can proof what you are doing.
When the time comes and you are being let go, you should hire an attorney and hand-over such logs. If the calendars and newsletter are not completed, then so-be-it. You all were forced to work 30 hours a week and thus not nearly enough time to do such things anymore especially when you have to chase the printer of the calendars all the time.
I urge all Activity Directors to check the local laws as to hours worked and not being paid for.
It is very difficult to find good Activity Directors at the level of pay Holiday pays you all.
Let me carry this a step farther.
You are at home working on your computer and doing company work. You get up from the chair, turn - and fall, injuring yourself. The company will immediately take the stance you were violating explicit rules, terminate you for doing so - and good luck getting any medical bills paid.
Or - you use your personal vehicle to run to the store for needed work supplies while "off-the-clock" at home and get into an accident. Again - you are screwed big time! You willfully violated company policy.
EC's were given permission to use personal computers to complete their calendars/newsletters when the wireless connection was rolled to all buildings this last Spring. The connection speeds were so slow that uploads of pictures take a very long time. So, they were told they could spend XX amount of time (I think it is just one hour) per month to work from home/Kinkos/Library or somewhere else that has a high speed connection.
the EC at Golden Oaks gets paid $35,000 has an assistant, two helpers and a bus shuttle driver!
Many of you may remember Denny Nutter from Leadership Training -- he is gone from the company now -- not sure what happened, but he didn't get to say goodbye -- check out Holiday Retirement Alumnis page on Facebook -- to see the many departed.
the most recent victim is Deirdre Miller from AR was just let go to. Slowly but surely all old timers from home office are being let go.
Sad sad sad
Maybe someone can answer a question for us.
We were going through our pay stubs this evening and noticed that Holiday withheld a "Medicare" amount each paycheck. What is this about? I called a few acquaintances who work other types of employment and none of them have this deduction from their pay. Any information would be appreciated.
Hmm... I have always had this taken out of my paycheck at every job. I have also only ever lived/worked in Oregon, so maybe it's an Oregon thing? And, since technically you worked for an Oregon company, it comes out? I don't know for sure, but that's all I can think of....
It is Federal and goes along with FICA. The two are always taken but sometimes lumped. It beats Obama's plan ;o)
i'd just like to say hello and i'm so glad i was told about this blog. i worked for holiday for almost 3 years. for all but the last 2 months of my time there i have to say i thoroughly enjoyed it, thanks to having great managers & co's. i was lucky.. then the nazi regime from california came in and "The Touch" became a farce when they told the residents (verbatim) "This is our building and if you don't like how we run it, you know where the door is"... nice huh? needless to say, I, along with everyone else (except one - the one person who does their laundry on the clock and hides out in empty apartments napping - go figure) have been "let go"... and when i WAS let go there was no reason written on the termination paperwork.. i was so upset that i never paid attention.. when i got my act together i found out my employee file was locked in a file cabinet only Eva Braun had the key to.. adn that i had been written up three times with "refused to sign" in place of my sinature... i could go on and on, but it's not about me,it's about the residents.. i miss the old days, i miss my residents.. it's unfortunate that The Touch went with bill colson. it's also unfortunate that this company hires the people they do.. there are tons of people looking for work and i'm sure there are couples who would enjoy working with the residents, but instead they hire people who have obvious ties to some big wigs higher up, who have no desire or HEART to do what they are doing. it amazes me & makes me sad. my only hope is for Karma to rear it's ugly head on adolph & eva!
Here is the addy for Hawthorn Retirement (Bart Colson?) I could not find his name anywhere on the information. The site is apparently under construction and the editing is pretty bad, but it is looking potentially interesting - http://www.seniorlivinginstyle.com
I have to state that so far, viewing attraction only, the best site in my opinion is still Resort Lifestyle Communities - http://www.halliemgt.com
And here is the addy for Brookdale Senior Living (also Fortress owned) - http://www.brookdaleliving.com
Capital Senior Living has a site at - http://www.capitalsenior.com
As an elderly individual looking on the internet for a retirement home I would probably contact Resort Lifestyle communities first - then Hawthorn. Due to personal knowledge there is no way my wife and I would ever consider retiring to a Holiday community or a Brookdale building, especially now that they are spiraling down.
Welcome ExEC - we look forward to your comments from the stance of the EC.
DL
thanks again for the plug, keep an eye on the website, we will be making some upgrades in the coming weeks. You can also access it at www.rlcommunities.com
This link lists Colson as President: http://www.seniorlivinginstyle.com/hawthorn_retirement_group_management
Here's something I would like to hear from Managers/Co's/EC's on... As a former Home Office person, I can point to particular instances over the last 2 years where I literally felt the change in the office. There are a lot to list, and I think I'll leave that for another post! It's true that many of the complaints I hear on this blog - hours, high turn over, some communities with residents who should be in higher care, too much to do with too little time, crummy regional managers with crummy management styles, etc, are the same complaints I heard during my many years talking with people in the field, and during the Colson years. What I'm wondering is if you in "the field" can point to specific events, or memo's, etc., under FIG that made these same circumstance unbearable? Understand that I am not doubting that things have changed!!! I'm just wondering if you can give voice to any specifics, or if its just more of a "feeling" or "morale" thing?
When I started this blog it was with aspirations of reaching out to maybe a few hundred people. I am blown away at the responses! As of this moment over 20,130 readers have heard your words - amazing!
20,130 distinct readers, or just 20,130 hits? Could be a pretty significant difference.
"Hits", "Page views", and "time spent viewing" are outdated terms now. Using third party stats to obtain traffic count is still different than verifiable visitors. As a writer I am more interested in how many actually take the time to get involved and "read" something than how many click on to a site and move on (traffic).
You're missing my point - and perhaps helping me make it at the same time. Your claim that this site has had "over 20,130 readers" does not clearly indicate (a) whether people are (in your words) "getting involved and 'read[ing]" it or just clicking on the page.
It also doesn't clearly identify whether these are *distinct* readers. For example, I have been to this page and read postings about 25 times now. Are you identifying me as 1 reader, or as 25 readers?
What do you care? what are you hoping to accomplish? If you don't have anything of substance to add perhaps you should move on.
one reader - 25 'hits'.
It was a pleasure reading the recent comments about hours worked and labor laws. Non-exempt, salaried employees are being intentionally misused for tasks below their skill level. This is to compensate for the exempt workers that no longer have the budgeted hours needed to run a property. This practice is illegal. Does anyone else share an interest in a class action lawsuit?
What about the aspect of managers and co-managers being left on duty for up to a month with only 2 days off -- how does that jive with no compensation for basically being on duty 24/7?
Alot of times 2 - 3 months. Because they wont hire relief managers anymore. When we left the company would of considered this position as relief and RD said not doing it anymore. So Goodbye !!!
Not compensated when without co's the company just pockets ALL that money saved.
Does this mean "Floater Bob" is no longer available? He and his wife were former managers (somewhere in the east - PA I think). I guess she tired of it (as grandchildren began appearing -- or something like that) and he made him self available as a part time community-sitter. He'd run a building single-handed for two or three days with no problem. He did coffee AND tea by himself at every meal, E-calls and the residents seem to like him.
A real "relief hitter" in the truest sense.
So does he cover everyone 1 person? YEA If he is in PA I would say they would never pay to send him my way
I'm not sure how he managed so well as a one-man-act without getting stressed - especially, from my perspective anyway, doing tea and coffee.
But as I mentioned the residents all seemed to like him and, of course, he'd usually work weekends, when there really wasn't that much to do.
OMG FLOATER BOB. i do not ever want to hear those words in a sentence together again. EVER.
Very well put Perception is Reality. A glimmer of hope in the messy unhappy world of SOME folks. Believe in what you do and live life happy and helping..This blog has been factful and educational to read, however there is a couple of members who seem to want to bable in accusations and derogatory slams twords its participants(bloggers) I am sure that mr. charles did not intend this blog to be as personal as it has become. people don't like their and some people do. Thats the fact.If you have a fact that can be helpful to someone you should post it. You feeling about the company are a valid point and should be read, but direct attacts (as a new blogger) I did myself shouldnt happen and I am sorry to all I offended. With regards to Working at home, on your own time, when you are an hourly paid employee violating Federal Labor law. You can be terminated for working "off-the-clock" That is correct for most all if not all companies. So you really can't micro pick at HRC for that......
I hear that many of the buildings are turning into nursing homes or assisted living. One building has a line of motoroized scooters that has grown totally out of control. Also there are 5 or 6 people who have all 3 meals delivered to their rooms every day. Also I'm told that many of the new residents are frail, weak and some have alzheimer disease.
I guess the new Holiday policy is ---
If they can breath and write a check...move em in. Who cares about the other people living here.
Just before we left Holiday our BLS RM told us on a conference call --- go to assisted living facilities and see if you can steal any patients away from them. My response was "what do we do--just walk into the ASL rooms and ask people to leave"...He said "no--go to the activity directors and ask them for names of people who might move". My response was WOW !!! Maybe this BLS RM should write a book on how go get activity director fired.
An independent retirement facility that knowingly receives an individual requiring AL, and tries to compensate with extra meal deliveries should ensure that the individual has a certified caregiver. I've seen to many instances of new and existing residents in an independent retirement facility that should be referred to AL. Policies should clearly define that meal deliveries are special circumstance only, excessive falling or signs of dementia should be reported to the family and corporate immediately with an incident report, and failure to acknowledge signs of extra care needed in exchange for a stable census could be construed as senior abuse and needs to be reported as required by law to the senior abuse hotline in your area. Contact your local attorney general for more details or task forces that can help stop this practice of "greed over responsiblity" mentality. By the way, who even bothers to check the credentials of caregivers that are given full access to your "secure building"?
reply to catalyst: If you haven't noticed or figured out - that the "Policies" are NOT followed. It is sad and amazing and even more so that NOTHING is being done -- can't we start a union or a class action lawsuit like Achmed mentioned some blogs back?
I have been reading the blog comments and agree that a union is a very viable solution. I happen to know that Holiday, like WalMart, hates unions. Call me an "organizer" and sign me up. Would you pay $30 US per month to have union representation, a union steward at each community, higher wages and better hours? It is a possible and it is worthwhile.
how do you know this about holiday & walmart
Walmart has their new hires watch videos and take quizzes on the computer. One of those videos is about why a union is not "needed" at Walmart. Walmart closed two stores in Canada because it was going union. Holiday also seriously plays down any union convesation.
I know I mentioned a need to clarify policies but the real issues concern fair labor laws that are being manipulated concerning non-exempt employees. I have already enlisted an attorney to take up my cause and if enough responses are received, we will go class action with the lawsuit that will put an end to illegal practices and compensate workers(and former workers) for the many hours they were entitled to be paid for. If there are folks out there that feel they fall into this category - speak up now.
You rang?
reply to dlcharles - please don't hesitate to respond to my email registered with your blog should you want more details. Venting is healthy but justice is sweeter.
Charles & Catalyst, I am interested to find out what the replies are going to be if you were to put some more details on this blog about your possible class action suit.
What I mean is what would be interesting to know is how many people (couple), current and former, would join such a class action suit.
I am sure many current and former couple (managers and co-managers alike) are or have been tired of the demands made by Regional Directors for more more more.
Remember the slogan of "SELF SUFFICIENCY" that was put out there by Paul Glaunert several years ago?
I for one am very interesting in knowing what it really will take to get such a class action law suit going. It is time that FIG/Holiday Retirement finds out that slavery is long gone.
Please put as much detail on this blog as you can without names of lawyers or people.
I am convinced that the info is out there about this, the more people will join the class action suit.
Thank you.
Clarification:
I am not part of any attempt to bring legal action against anyone. What I AM doing is seeking to examine the potential plausibility of such. Once the subject came up it behooves to do the research into it in order to make a qualified and competent decision. The information will be made available on here as it develops. Insofar as to replies - I will say there were quick responses in the positive.
I'm with you, Charles. I mean let's look at it this way:
If a class action suit of any kind against FIG had any merit whatsoever there would have been at least a dozen ambulance chasers on it by now.
After all we're talking about some VERY deep would-be defendant pockets, here.
I'm most definitely not an expert on the subject. But I happen to know that Pepsi-Cola (at least in the state of California) had a class action suit brought against them for the very same thing....and Pepsi ended up paying.
everthing that is worth doing takes time, effort and money!
I have experienced the same thing and I would be interested in participating in this suit.
In case I wasn't clear - would be very interested in a class action lawsuit. Am new to writing as of tonight and have to say find it a little scary.
A little scary? Might I inquire as to why you find it such?
Several years ago, I was in a class put on by Federal Wage and Hour and they said that no overtime would be paid to any salaried employee unless they could prove that they had worked 500 hours in any given month. So I am not sure what the grounds for a suit is or would be. Besides each and everyone of you signed your Job Description and signed off that you had read the Employee Handbook and understood both. Your recourse is if you feel "put upon" quit.
Scary, because I would not want to be identified. Also sorry for any confusion when I used the word coverage - I meant taking time off and getting floaters to cover.
I'm speaking up, have thought about this myself, still working when there's no coverage and that time is never compensated monetarily or made up with time off....the RM doesn't seem to realize when coverage is needed and if it's talked about, it's quickly forgotten or the RM is drowning in paperwork and works long hours, nevermind probably doesn't have the manpower to cover all of the buildings.
I'll keep the lines clear.
I just figured it out. We worked for Holiday for 3 years. An average 50 hours on call every week. 2600 a year times 3 years = 7800 hours times $9 an hour + time-and-a half= $13.52 an hour..
Total owed $105,456 plus 5% interest= $110,728.
Don't forget the pain & suffering.
just wanted to check in with catalyst to see what is happening -- I am searching for some direction myself.
I am interested in hearing more information about this lawsuit. I am pretty confident that former employees of mine, as well as former Regional Chef, can sign affidavids affirming the >55 hours per week that I worked as Executive Chef...
I've heard the same thing about our residences being nursing homes since we were hired several years ago (during the Colson era). If you visit a residence that is say 8 or more years old, you are going to see walkers & wheelchairs. Let's say you move in at age 75... 8 years later @ 83 you may have fallen & need a walker. Your mind is still good...so should you go to AL? Good thing FDR didn't come to tour in his wheelchair! SO--as a building "ages" so does its residents. We view that our residence is our residents' HOME. We have 2 residents whose families have chosen that they remain here w/ 24 hour care. It does not affect our other residents at all, except they tell us it is good to know that they won't have to leave their home if they become unable to take care of themselves. That is the beauty to me of Holiday. You can "age in place." We cannot handle severe dementia & alzheimers--but a walker or a mobie? Please!!! They have NOTHING to do with a resident's mind any more than my glasses. ALSO--you may not be familiar with AL residences--many, many residents are unaware of a Holiday type residence & therefore assume their only choice was to go to AL. We get many move ins from people too active for AL.
We have a working relationship w/ an AL near us--they have residents move in & get stronger & then move in with us. We wouldn't go to the activity director--but we do work with their marketing & managing director. We take cookies to our residents that are re-habbing (sp?) at AL's & cookies to the staff.
Sorry for the soapbox--too many of my friends are on mobies & in wheelchairs. Also--we have seen some miracles with residents who were "frail" when they moved in & then after 90 days of 3 meals/day & socialization they are entirely a different person. We have a resident right now that hasn't worn jewelry for years & barely talked--she now dresses to the 9's & her laughter rings out over the dining room. Don't judge too harshly. No, the policy is not if they can breath & write a check, move em in. (By the way, a friend left Holiday & went to Bart's co.--came back after a few months because they were frustrated--the building was not taken care of & run down, they were told to spend less time visiting w/ residents over coffee & more time marketing . . . hmmm, the grass isn't always greener).
Bravo!
I'm not criticizing all new reidents.
Holiday is making a big mistake by taking people who need medication monitoring, personal hygenie help and
eating healthy meals or sdrinking supplements.
You can't tell me that every new resident is screened for their potential needs.
Many buildings, maybe not yours, is taking anyone in any condition. The attitute is: stickem in the room and make sure they can pay their bill.
Taking a resident who is in need of medicine control and nutritional needs
is pure Senior Abuse. Holiday Retirement has no services available in this field.
Taking new residents is always a bit of a risk.
To a visitor it doesn’t look good to have a bunch of wheelchairs and walking apparatus at the entrance of any dining room, but at the same time a wheelchair does not mean its user needs to move into AL. That is a real tough sell to a visitor.
One of Bart’s long time fill-up strategies was to move people out of AL and into a Holiday building. Some of those move-ins worked, others not so much. In general, if someone needs medication reminders they can live for years independently quite well and relatively cheaply compared with AL.
One you get into 10 to 24 hour care it may make more financial sense to move to Assisted Living depending on the charge. The risk is you end up with a population that turns over quite rapidly as they re-enter a necessary higher level of care.
Moving a person with nutritional and medication needs that is handled by an outside agency is not elder abuse. Denying that same person housing is discrimination. Accepting that person may make the building less marketable.
But then there is no guarantee that the health person you moved in last week won’t rapidly decline. It is a risk either way.
As a driver my concerns were getting residents on and off the bus,we are INDEPENDENT living, there for no WHEELCHAIR ramp.Residents rent covered a service only a few could use.If you were able to get on the bus by yourself, no problem. But if you weren't you needed to find other means of transportation. During my 5 years there I heard many complaints from residents,saying this was unfair. WE PAY FOR A SERVICE WE CAN'T USE. I agreed whole heartedly .But there was nothing I could do about it!
At Resort Lifestyle Communities, we provide wheel chair lifts on our buses, some people fail to realize that a cane, walker or wheel chair are aids to independence.
Wow just realized it! Today's our anniversary.
It was one year ago today we walked away (our choice) from a career path that became something we had hoped would not -but feared would- when the Wall Street whiz kids came in 18 months prior.
Would a "Happy Anniversary" be in order here? Isn't it pitiful how something which could have been so great grew so tarnished.
Walmart has an ongoing training program. You spend at least an hour a week on the computor. Training covers all aspects of the business,I have worked there.I believe Lowes has the same type program. The class of people they have to hire forces them to try to educate them.
Usually a company must first be motivated before changes are made in the structure of conduct. This changes are also usually begun AFTER a company is found liable because of a lawsuit. The fear of more lawsuits and the related expense of defending them is what creates the needed motivation to initiate changes to prevent more suits. It has no bearing on the character of the company management - only on the "image" to prevent legal actions.
The tobacco companies, drug companies, Walmart, and the others, did not stop their labor and other violation practices because they are a caring and employee concerned corporation, but because of the legal cost and their public image was tarnished. There was no single person sitting in the top seat who had an epiphany one morning and decided to treat people better. The same with Fortress, Holiday, or any other company out there. They will "suddenly have an epiphany" when the cost of continuation to the same practices becomes a deficent - and not a moment before. There is no "wake up one morning goodwill" which spreads through the company - there is only a fear of costs eating the profit margin because of questionable practices. Then, and only then, will a company bring out the "Love Thy Worker" public image ploy. It is called FEAR of legal costs.
Re-reading all of the comments to date I am struck by the common vein inherent in them. Why there have been no wrongful termination suits brought is beyond my ken. Yes, when Colson owned the business the same hours and work conditions were in effect. Why then wasn't (hasn't) the same concerns surfaced before this? What is the difference? The management restructure of 2005 raised the wages of COs and clarified their authority. I understand they used to be hourly employees and the managers complained the COs were making more money because of this than the managers were.
What will happen depends upon how far people are willing to go. And it also will depend upon what the desired end results are. No company wants to hear what is being spoken, but most companies will claim they wished they knew when a change is mandated. Ignorance may be bliss, but knowledge is power.
Hypothetical question to each of you - IF you were offered your job back with full reinstatement at the same conditions as before - would you accept that job? My answer is NO!
Someone asked why we are nitpicking on Holiday/Fortress when other companies are doing the same things - simple answer is because we did not work for those other companies - we worked for Holiday. I was led to understand that when Fortress bought Holiday there was a supposed twelve month leeway before new strictures could be brought into play. We can almost pinpoint the day when home office personnel began acting "guarded" in their conversations with field personnel. The 'upbeat joy' disappeared overnight when we had to contact them about community business. And it truly was obvious to us.
Not without both a competitive marketing budget for the facility and a dedicated full time marketer.
Too difficult to juggle all the RE-active duties of a manager with the requisite PRO-active mindset one needs to carry out a good marketing plan.
If the same RM was there I would not go back, but I do miss my residents, but bottom line -- work every Fri and Sat as a Co or work every Sun as a Mgr -- nahhh - I'll pass.
If they change the weekend off structure and they replaced the current RM maybe we would return. Not having a full weekend off EVER -- STINKS. With the right RM and management team you can certainly work out a schedule that suits both couples. As Gidget says...we also miss the residents.
Anyone know where Ed Nilles is?
did they really cut out the insurance program?
No, we still have insurance--Blue Cross & vision, dental, etc.
Class Action Lawsuits - feasible or not.
It has been my promise since the beginning that this blog is a "no-holds-barred" concept. Anyone can comment, offer up an idea or concept, vent, glow about, or in any other manner respond regarding Holiday Retirement/Fortress. Having said this, let me follow through on the legal suit potential. Since early childhood I have held a fascination with THE LAW! I love it. I love to study laws from the smallest municipality to the Federal level. Laws are what allow us, as a society, to reasonably muddle our way onward.
The drafting of, application thereof, and the enforcement of those laws, are contingent upon the proper interpretation of what was written and passed. And who writes those laws for us? Attorneys write them. Attorneys write laws so the "average reasonable person" (who does not actually exist) can react accordingly to them.
Now - the United States Department of Labor has determined what is fair and standard regarding employment. In a brief here are some salient points:
EXECUTIVE EXEMPTION - The employee must be compensated on a salary basis (as defined in the regulations) at a rate not less than $455 per week; the employee's primary duty must be managing the enterprise, or managing a customarily recognized department or subdivision of the enterprise; the employment must customarily and regularly direct the work of at least two or more other full-time employees or their equivalent; and the employee must have the authority to hire or fire other employees, or the employee's suggestions and recommendations as to the hiring, firing, advancement, promotion or any other change of status of other employees must be given particular weight.
HOURS WORKED UNDER the FAIR LABOR STANDARDS ACT (FLSA)
ON -CALL TIME: An employee who is required to remain on call on the employer's premises is working while "on call". An employee who is required to remain on call at home, or who is allowed to leave a message where he/she can be reached, is not working (in most cases) while on call. Additional constraints on the employee's freedom could require this time to be compensated.
WAITING TIME: Whether waiting time is hours worked under the ACT depends upon the particular circumstances. Generally, the facts may show that the employee was engaged to wait (which is work time) or the facts may show that the employee was waiting to be engaged (which is not work time). For example, a secretary who reads a book while waiting for dictation or a fireman who plays checkers while waiting for an alarm is working during such periods of inactivity. Those employees have been "engaged to wait".
SLEEPING TIME AND CERTAIN OTHER ACTIVITIES: An employee who is required to be on duty for less than 24 hours is working even though he/she is permitted to sleep or engage in other personal activities when not busy. An employee required to be on duty for 24 hours or more may agree with the employer to exclude from hours worked bona fide regularly scheduled sleeping periods of not more than 8 hours, provided adequate sleeping facilities are furnished by the employer and the employee can usually enjoy an uninterrupted night's sleep. No reduction is permitted unless at least 5 hours of sleep is taken.
In my humble opinion, and my opinion only, a fairly proficient attorney can find a factual basis for bringing legal action against any company who violates various provisions of the ACT. And I can see several pertinents which give rise to such. Wrongful terminations are a different concept and have no bearing here, but the strictures do bring up valid points which lead me to concur on the potential viability of a suit. Insofar as a Class Action I have concerns. Those are non-contingency or contingency based foremost. In most class actions the attorneys walk away with the megabucks and the clients get as low as $8 or certificate for a product as settlement - and no more. Lawsuits take a very very long time to get settled, especially when a company fights the suits. Then the appeals take even longer. And first a judge must be convinced to allow the suit as a class action. The process is daunting.
BUT - is it feasible - that is the question? And here I must offer a resounding YES, it is feasible - there is a valid basis for such and I do believe it could be won by the plaintiffs. I am not advocating such a proposal, nor am I suggesting not to consider such. I am only stating it has merit worth consideration.
As brought up several times so far - when "on call" hours get figured in it comes out to about 108 hours per week of work. During the on call times there is a mandatory factor in effect - confined to quarters/premises. QUOTE: "You are paid for 40 hours, you are scheduled to work 48 hours, and you are expected to actually work 60 hours." My wife and I were scheduled for some time on a 60 hour schedule (we have the schedules), not counting "on call".
I'm not sure--but double check the DOL site & be sure you haven't mixed Exempt info w/ the hourly info for Non-Exempt?
Mixed? I have - and deliberately.
The premise of any potential would naturally be the stance regarding violations of the 'Exempt' status under the DOL, which creates the 'non-exempt' deviations from policy. Earilier it was mentioned about a 'signed employment agreement', but when either party fails to fulfill the contractuals of said agreement an argument can be made regarding the legal standing because of that failure.
Since managers and cos live on site, HR/FIG has a pretty strong case that the time that mgrs are "on call" and "at home" (event though they are on site and not permitted to leave) so compensation is not required under the FLSA. In a class action, the real prize is that the company has to change its evil ways- like when Walmart had to hire more women managers and make sure everyone was working on the clock all the time- and was properly compensated. the members of that class did get some back pay- 78 million back pay awarded to 186,000 current and former employees- about $950 per person, but that is before the lawyers get their cut- so it probably worked out to about $400-$500 per EE. But now they make damn sure that everyone takes their paid rest breaks and unpaid meal breaks. No one got rich (except the lawyers) but the working conditions got a lot better for everyone else.
I agree with you DLcharles, I think the managers and cos have a strong case for a change in the compensation structure- the pay is unfair even when the cost of the provided apt and meals are included.
I was fascinated to discover your blog- my husband is a chef for Holiday- he was recently promoted to a regional position. On the food service side things are pretty much the same as on the facility side- very common to manage by intimidation. They demand more and more for less and less. The food budget was not the biggest challenge (my husband is a genius at making something out of nothing) it was the labor budget that was a killer. As the only salaried employee in the kitchen, he was expected to cover shifts in the event that someone called in sick. He worked his days off a lot! Of course they had to work every holiday, but were supposedly allowed to take another day off in the week, which was of course impossible to do without having to pay another staffer overtime. I am not clear on what FIG is planning on for HR- but I am worried that they are going to strip down even more managers and my husband will be out of a job.
I would argue the stance you postulate primarily because of the stricture "requiring" Managers and COS to live onsite as a prime requisite of employment. I believe that in a court of law the requisite 'home' factor would be ruled against. "...Paid for 40 hours - scheduled to work 48 hours - expected to work 60 hours..." Add 'on call hours' and one tremendously exceeds the expectations. This is a valid basis for FLSA and attorneys to use. I agree with the rest.
Here is another salient point to consider. Even though the management 'team' is salaried they are still entitled to an uninterrupted meal break. At no time can we ever claim that happened. On the days the shift is from 7:30 AM to 7:30 PM (12 hours) there is not a 'given' uninterrupted break of any kind, especially during meals - and not in an 8 hour day either. I just went over the Grass Roots books again and nowhere in there does it mention such. Any company I have ever been involved with allows managerial staff uninterrupted meal times during the day.
I am glad you find the blog worthy of your comments. There are some pretty great people here!
To the best of my memory, when your husband was Chef he was at least home daily, on average. As a Regional he is gone a lot more than expected - and the pay raise wasn't that great, but at least he gets a car and phone.
I have said it before on here and I will say it again - anyone going to work for the company needs to start tucking "running money" away from the very first check. My wife and I were fortunate to leave in 'slow motion' with two weeks extra pay and all the rest. Most are not that fortunate. Both of us are back at work (we cannot stand being retired). But every day, at the end of my work schedule, I leave the job and go home. The same for my wife. When we are "off" we are truly "off" and our time is ours until we go back into work - on a daily basis. Last evening it was so beautiful we put the top down on the Mustang and took at leisurely drive through the countryside just before dusk. We had almost forgotten what that felt like - and being able to do it on a 'spur-of-the-moment' was great.
If I may ask - how did you discover the blog? Also, I must compliment you on your comment - very well thought out and done. Do I detect a college background in business administration?
Did they change the hours for the Executive Chefs?
Normally speaking, Thursday’s was their paper day.
If they were done by (let’s say) 2 PM they went home and then they were off Friday’s and Saturday’s.
What changed?
I agree . . . let's do something about this "slavery".
In a memo to U.S. Facility Managers from Bart Colson, Chief Operations Officer and Linda Livermore, Director of Human Resources, dated April 26, 2005 the following was sent as a Confirmation of Change To Facility Management Structure (To be reviewed and completed by facility manager).
"As the Manager of _____________ (Facility Name), I am an integral part of the Management Team for the Facility. Effective May 16, 2005, the managerial structure within the facility was changed. I understand that effective May 16, 2005, the Co-Mangers have management responsibility for the facility whenever the Facility Managers are off-duty. I understand that when I am off-duty as Facility Manager, the Co-Managers have responsibilities which include the appropriate handling of: 1) all Facility personnel issues such as hiring, discipline, and discharge, including, if necessary, all personnel issues normally assigned to the Facility Executive Chef; 2) all resident relations issues, including assessments, complaints, and emergencies; 4) all other aspects of managing the Facility, as necessary, to ensure the efficient, safe, and successful operation of the Facility.
Name (Please Print) Date
Name (Please Sign) Date
FACILITY MANAGER'S SIGNATURE ABOVE ACKNOWLEDGES THAT THE MANAGER HAS RECEIVED A COPY OF THE FACILITY MANAGER'S POSITION DESCRIPTION DATED MAY16, 2005
cc: Personnel File
Regional Director
The Co-Managers received a slightly different worded version, same date and authors, to be reviewed and completed by Facility Co-Managers.
"As the Co-Manager of ___________ (Facility Name), I am an integral part of the Management Team for the Facility. Effective May 16, 2005, the managerial structure within the Facility was changed. I understand that effective May 16, 2005, I have the management responsibility for the Facility whenever the Facility Managers are off-duty. As Co-Manager of the Facility, when the Facility Managers are off-duty, I understand that my responsibilities include the appropriate handling of: 1) all Facility personnel issues such as hiring, discipline, and discharge, including, if necessary, all personnel issues normally assigned to the Facility Executive Chef; 2) all resident relations issues, including assessments, complaints, and emergencies; 3) all decisions related to any maintenance, food service, or other operational emergencies; and 4) all other aspects of managing the Facility, as necessary, to ensure the efficient, safe, and successful operation of the Facility.
By signing this acknowledgment, I agree, as a professional manager, to exercise good judgment and proper discretion so that my actions and decisions are in harmony with the philosophies, policies, and best management practices of the Company and Facility Management Team. I also agree that, if I need assistance or input in making any managerial decision, I will use the resources available to me to assist with the decision-making process, including, if necessary, consulting with the Facility Managers, consulting with my Regional Director, or consulting with members of the appropriate department within Holiday retirement Corp. in Salem, Oregon."
Name (Please Print) Date
Name (Please Sign) Date
CO-MANAGER'S SIGNATURE ABOVE ACKNOWLEDGES THAT THE CO-MANAGER HAS RECEIVED A COPY OF THE CO-MANAGER'S POSITION DESCRIPTION DATED MAY 16, 2005.
cc: Personnel File
Regional Director
Prior to the above the Co-Managers Time Sheet was filled out for the hours worked. At that time they were not salaried employees. The time sheet had 1) Regular Hours Worked (Not to exceed 40 hours); 2) Overtime Hours Worked; 3) Unscheduled Hours (Worked beyond scheduled hours). This included all worked meal periods.
How many of you were aware of the above - and how many of you even had the opportunity to sign off on it? Note that it was required to be placed in your personnel file as well as sent to the Regional Director.
We never saw this document or even heard of such. Anyway, this was another of those CYA things that Holiday threw in the mix. The reality as we all knew it in 2006, 2007, 2008 and 2009 is that the Manager was THE BOSS, the Co-Manager was the "slave" and relegated to a place of silent, invisable dreg-working flunkie if we wanted to keep our jobs. I'd be curious as to how many have seen, much less signed this document
This would not have applied to anyone who was hired AFTER the co-manager position became an Exempt Salaried position. SO those hired after the date of the memo would not have this memo. Also--Google the info on salaried & non-salaried requirements. There are some good legal advice/opinions out there & the consensus is that a salaried employee may do the work of a non-salaried employee.
If I may make a slight correction here: In late 2008 we had a major problem with a chef. I wrote him up for major infractions (the only write-up I ever did)and what cinched the termination of a chef was the signed authorization above. Corporate upheld the termination. So yes, it still counts. The chef was given a copy of the authorization along with the other papers.
Hmmm...how did that "cinch" it? Confused here. Had you signed the doc or the Chef? It is like there is a missing piece.
Instead of "cinched" what about saying "solidified"? Of course WE had signed it. Corporate questioned whether a copy was in our personnel folder, ordered it faxed to them, to the RD, then directed a copy be given to the chef along with the write-up. Point being it was still considered as pertinent in 2008.
When we were with the company - we saw a recurring theme of arrogant, bullying, hostile managers who ignored and dismissed the "Holiday Touch" and ran rough shod over the residents and the employees. There also seems to be a number of buildings controlled by the bullying, controlling chef or any employee (generally a long term one). Google Bullys or bullys in the workplace/on the job and see if you don't recognize the very same destructive, toxic workplaces that we came from that have been mentioned here. Corporate business statistics show that companies (Holiday included) keep the bullies and get rid of the victims (raising my hand here).
It is unbelieveable and yet somewhat comforting to know the mechanics of how all this comes about - the bullys stay and the victims go.
Are you in Fort Smith, AR
No -- send me your e-mail or get DL Charles to do so.
done
Gidget I will be leaving town for training with my new job and will be back next weekend so I will get back to you.
Anyone looking for a property manager job? Not couples but pays enough for 2 people. Housing provided 3 bed 2 to 3 bath. Must be able to relocate to where there is a opening.
We are interested. Do they hire 'old folks'? Not a storage unit situation,is it?
Reply to Anonymus -- I am interested -- I gave DL Charles my cell -- please call me or forward me some info!
Thanks!
(applying for food stamps is depressing!)
I e'mailed him cant wait for your #
My email is dlcharles@windstream.net or thefreebornman@yahoo.com
Yes I would be interested!!!!
Yes I'm interested!!!! You can email me at:
the_dink2007@yahoo.com
I know this is not the usual situation, but as co-managers, we were able to actually manage a building with a wonderful couple that we learned a lot from. They have moved on and now we are managers. They have moved on and the qualities of leadership they showed and taught are hard to replicate with new people coming and not wanting to learn, but rather already "know everything". So now we're in a very uncomfortable situation with no hope in sight. What is the solution to two teams working?
You just pinpointed a major problem as I see it. "...the qualities of leadership they showed and taught...". The hardest thing to do, for a lot of managers, is be a 'leader and trainer' instead of a self-centered ego machine. Many managers forget part of their job is to actually train new managers. In the communities where there are two sets of Cos, an anchor set and a training set, it can still be hard if the managers are ego-oriented. I will still maintain that the company and the RD are the primes when it comes to such. If the "Mickey D effect" is put in place and enforced, and if the RD takes the time to stay tuned, then it has a chance.
We would have loved to have worked under someone such as you. In your comments you come across as the type of personality we were promised as trainers - you appear to portray the Touch. Co-Managers who have been trained in the 'basics', with their varied backgrounds and experience, can bring a lot to a community if the managers treat them as equals instead of indentured servants. In the emails I receive, as well as in the comments on here, there is a vein of sameness. The inability, or the refusal, of managers to allow any relinquishing of 'authoritative control' of THEIR position. As I stated in the letter to Callison - it is not THEIR building - they are managers of the company's building and are there to operate a business as well as train new potential managers to also be "successful" company operators.
It makes no difference how long a set of Cos are onsite - if they are not allowed to put into practice what they have hopefully been trained to do just how are they to become proficient at it? Studying the books and reading the memos does not do other than allow a textbook knowledge of procedure. Actually doing the procedures is what gives the experience to become proficient. It is called TRAINING for a reason. One telephone call from the RD can turn "MY Building" into someone else's building while you are transferred or fired.
I hope I'm not an egocentric leader, however, when the upper echelon comes to call, it's the managers that will be looked at as to how everything is running and I always understood that as a co. However, as I stated, our managers were willing to work with us as a team. I would love to do that with this couple as well - but it's just not happening. And to make matters worse, the RD has been no support. And that, I'm afraid will be the proverbial "straw" for us. We are getting burnt out, trying to do everything.
To drowinginovertime:
Depending on how long your co's are with you and your wife, what you need to do is to give them different tasks to do. You need to be as complete as you can be and set a date/time line in which such tasks are expected to be completed.
Upon completion you review each task and make sure you write down what was done well and what needs to be improved upon.
Keep in mind, you need to write these tasks you want them to do on paper so that there is a paper trail. Once you have a long laundry list and the RD comes over, you can show the RD that you and your wife have given the co's every opportunity to learn.
Make sure you, your wife and each of the co's sign these sheet before they are starting with the tasks and then again after you have reviewed them.
During the tasks period, you do not help or do the work for them. Do not ask anything unless you are being asked for help.
It is all part of training and obviously your RD (must be a BLS) has not implemented any kind of training for these co's at all.
Keep documenting as it is critical in the long run that you can proof that either these co's will "want" to learn or they are just there for the money/housing/food etc. etc.
Trust me on this, take the initiative and I am sure in the long run your RD will appreciate it unless he/she (the RD) is a complete moron.
Good luck and keep us alert as to the progress.
I was in 4 buildings in 4 years and this is a very common problem. It is so hard when you get new co's it is always a different situation of how they were trained or are they trainable and want to wear all of the hats. Dosent matter how hard you work and care it is hard to find a match. It is always like you have no choice in adding 2 people to your marriage. We had the same situation in every building and in the 4 years we let 3 couples go and worked several times by ourself. The only people that were a good fit is achmed and his wife that did go by the book and we had a great time working and training with them we worked our butts off and had so much fun serving our residents and keeping them active with events. I miss it at times but it will burn anyone out that is wearing all the hats. I feel the people it dosent burn out arent wearing all the hats they think they are!
Yeah, we did have a lot of fun huh and most important of all the residents were happy and the building was full and Rm's left us alone.
That period of time was one of the best times we had at Holiday during our nearly 8 year tenure there.
Okay...as a resident of a Holiday Touch facility, where we've been through lots of managers and co's, we need help. The new management couple seems to truly be "by the book." The only problem is none of the residents have one clue what "THE BOOK" says. There are many changes going on, but not the ones we really needed/wanted. Is there any chance we can actually see a copy of these rules? Thanks.
Anne:
Call Salem, Oregon and inform them of your request. As a resident you have the right to know what "rules" you are being governed by and under. I cannot stress enough how much power the residents have if they will stand together as a collective bargaining unit.
We learned yesterday that we are losing another truly wonderful set of co's. They've had enough of this in less than a year. The groan of the residents filled the dining room. The new "by the book"s didn't seem upset at all. Wish us luck. Going to call Salem for "The Book." Thanks for the info.
Anne:
Log the date and time of your call - the name of the person(s) you talk to - and the gist of the conversation. Also request a written response as well.
I heard today that one of the Blue Light Specials got fired.
Alex Llorente, regional manager in Florida was given the ax.
and many morrrrrrreeeeeeeee
If anyone has a copy of the RM's community responsibility list, please forward it to DL -- It will be interested to watch who is going. There was always so much turnover in our region (like every 2 months) that the RM only put out a new community list every 6 months. (lol... not)
DL if you get the RM list from anyone - please forward it to me.
This kind of situation is not the sole property of Holiday. At Sunwest where you have administrators getting axed or moved every 6 months the long term non-management staff are the ones who provide the stability...sometimes even the residents take that role.
In that power vacuum a chef, a head housekeeper, or office manager steps in and runs the building between managers or during the constant training up sessions.
I have worked in those types of situations where the person actually running the building graciously steps back until they are needed again, and have also seen the building become toxic because of the actions of these people or the combination of the new managers/admin and the long term staff.
Either way the root problem is unstable management. As long as managers keep changing so frequently, this kind of situation will be a problem.
Unstable management is not only THE root problem, it is a manifestation of a most non-professional hiring process. For example, we had to practically beg for a written confirmation that we had been hired back in late '05, prior to giving notice at our real-world jobs.
Jerry F.
The company site is looking a lot better. One suggestion/question - when I view the pages I find the shade of blue for the border is so 'bulky' that it tends to 'bleed' over onto the pages. It could just be my one old eye is not seeing so good anymore, but after only a minute or so it tends to blur the page and the border overpowers the information. To the elderly blues appear darker, almost black, and yellows tend to appear brownish
The photo slides are an especially forceful attraction which should create a lot of attention. Good Job there! Expect the competition to follow suit with this quickly.
DL
thanks for the feedback, I will take a close look at the blocking of the site along with the colors, it is coming along nicely, the photo album has a lot of fun photos and unlike a lot of other companies we do not use any purchased, staged, or stock photos on our site or in our printed materials. DL, I'd like to meet you one day, I think we are in the same geographical area drop me an email if you are open to some coffee or lunch. Take Care.
Jerry F.
I keep a list of numerous retirement sites and most of their color layouts are visually depressing for the elderly. I have to compliment you on the 'upbeat slant' of your site - it is informative, colorful without being garish, and draws the reader in. The elderly respond well to positives since there are enough negatives in their lives just by being elderly. I'll go out on a limb here and surmise most of them (companies) use a graphics designer who is a recent graduate or probably reasonably young. The way a person twenty-five to fifty years old sees colors is a lot different than how the elderly can see those same colors. The light receptors deteriorate as we age, changing the spectrum for us.
If you put on a pair of yellow glasses and look at colors it will approximate the vision acuity loss of the elderly.
Let me use Holiday's site as an example. While they have a full page layout the actual information block is not centered. It is cast to the left and the green tree controls the entire page. No matter which segment is brought up the tree bleeds through. To the elderly it creates a tendency of having to cant the head in order to read the left cast info, which is quickly tiring.
Permit me a self-deprecating chuckle here - to my generation, and to my parents's generation, a big tree on a sunny hill is where you bury a loved pet in the shade beneath that tree so it can enjoy the hereafter. The elderly would rather not be reminded of that big green tree on a sunny hill.
I am appreciative of the potential to one day personally meet you and shall email. Thanks.
The Holiday site now is way less user friendly than the previous version. The old version was made by a genious.
DL,
I, along with 15 other persons, moved into a brand new Holiday Retirement Community in January 2008.
Shortly after it was opened it was designated as a training facility for co-managers. In fact, we had 3 couples at one time which resulted in utter chaos. Research later revealed that 6 out of the 11 couples we trained are no longer with Holiday.
In April 2009 the co-manager training program was discontinued. The manager and co-manager were transfered and a new management team, consisting of a General Manager, an Office Manager and new Co-Managers arrived. In less than 2 weeks the co-managers were transfered and never replaced.
The new RD (we have had 6 in 9 months) informed the residents that a new concept of Holiday Management would take place and if successful would be installed company wide, There has been no announcement as to what the new concept is nor has there been any change in the operation here. In fact it has deteriorated. We have been open for 19 months and the occupancy is only 46 percent. They are moving out as fast as they are moving in.
Pericles
Well they now are going to try out the Brookdale concept. I knew it was a matter of time before they would start trying to get rid of the on-side management teams.
Next thing you know they will merge Holiday Retirement into Brookdale and make Brookdale more valuable for the stock holders since FIG failed to have Holiday go public within the 2 year time frame they had set out for them selves.
let's keep an eye on this for every ones sake.
What part of the US are you in we are working on the east coast & have never heard anything about this new program.
JR
Pericles,
The bottom line with any kind of these kinds of living situations, is if you don't like the service, if the food is bad, shop around and if there is something better I'd pack up and move in. Or better yet, have the new place pay for the pack and move.
More generally,
I am not shocked by the current management looking at a Brookstone model, it has become obvious that they don't have what it takes to operate the company on the old Holiday model, it could be the days of Holiday as its own entity are numbered. Which is sad, but I don't know which is sadder: ending Holiday's operational model and having it eaten by Brookdale or watching it continue.
with the new concept, the GM was given the community, having no understanding what the Holiday touch " was about and not coming from a holiday background. Paid a higher salary, $62,000. Imagine this being paid more than what all managers together have made. The co manager that left , only because the GM a female did not want them and was a very close friend of the Regional Director. She cried and complaint and they were gone. Maybe Holiday should be concern with the way those who live on the property keep their own home. Run their private lives. Treat their residents. This community has a manager that tells residents "to behave and stop complaining". The RD's background is from the hotel industry and refers to the residents as guests! Their homes as their rooms, and now they want this to be company wide. The residents are the ones paying for their community and should get exactly what they want. A couple of managers, both male and female and a set of co managers, a male and female. Holiday is not really what Mr. Colson had in mind for 2009-2010.
Keep us updated please, Pericles.
We worked with some Cos that came out of such a facility. According to one resident they "left" a number of months after we did, but with no announcement and no going-away party.
BLS's are instructing RD's not to try to keep any managers or co's who want to quit. They expect 50% of mgrs and co's to quit after the "new" training of sales and marketing and only one operations person left at the property. Why do they treat mgrs and co's like disposable paper plates?
Quite simply - because they are exactly that - disposable!
Instead of being up front with coming changes, a well executed plan was set into effect and the results are now becoming visible. I am reminded of a manager we had who figured out the budget would supposedly save twenty dollars on every case of coffee by only serving decaf and not having to buy regular coffee. A case of regular coffee was kept on the shelf "for show", but residents were offered 'regular' or 'decaf' even though both pots held decaf. When questioned by us he took the stance the residents would not know the difference and bottom line ruled. Residents DID notice.
The NEW Holiday is doing the same thing - phase out those who dare to, or might, question and ignore the residents because they won't know the difference. A one-way path has arrived which goes only downhill.
WOW! Who's going to pour coffee and take all those night calls. Guess the threat of a lawsuit for not paying for time worked forced them into the one peron manager. Everyone needs to look for another position in this slave
world.
For those of you who haven't heard of FAM - Field Guide to Active Management -- that is the upcoming new "management" structure. 1 manager on duty (pour coffee, e-calls,everything else) and the other one/ones marketing. Also the managers are required to have a weekly marketing activity in the building to get new blood since the reduced budget doesn't allow for mail outs and newspaper and any other type of advertising/marketing.
There is also a big push coming out about the "proper" (read: keep Holiday/FIG from paying Unemployment)way to write up people to CYA.
I agree with Achmed the old notion of the Holiday Touch model will go by the wayside. When everyone else (Holidays' competition) is NOT doing it (live-in managers ) - it is NOTthe most cost efficient (burns up 2 apts annually, costs more all the way around).
Besides, when you have all these residents who are really AL and nursing home residents -- the need for 24/7 care in their apt -- that is NOT Independent Living - that is Elder Abuse.
Signed: Just watching it all unfold.....
Your description of the FAM-prescribed manager duties conjures up images thus:
http://comps.fotosearch.com/comp/corbis/DGT081/one-man-band_~CBR001863.jpg
...shades of Floater Bob-type capabilities?
Mea culpa. Here's a more correct URL:
http://www.fotosearch.com/DGT081/cbr001863/
As you may recall, My wife Paula found your website not long after Holiday shafted us.I was so glad she did,she had become extremely depressed after what they did too us.So she finally had somewhere to "get it off her chest".We were stunned and shocked at the unfair treatment after such loyal service.Thru this forum she and I learned that there are scores of you that had been screwed over too. It seemed to help her,she found a form of refuge here.Holiday just walked in and let us go (we were Managers for 2 years)no warnings,just got a great review and raise not 2 -3 weeks earlier.There were no verbal or written warnings of any kind.We were not even aware there had been a problem.they just walked in and fired us(census was low at all communities and the rd was just saving his skin.) We also found that Bart was in control at Hawthorne,and everyone said he was "the man" and would be so much better to work for.We contacted Joe G.(hawthorne) and had an interview in Atlanta.Joe and his wife were very nice,we had applied for a co-mgr position.After the interview,they told us they wanted us a managers in Colorado springs.We shook hands,accepted the positions.Joe said it would be a week before they were ready for us.We were giddy,a chance to start over,a light at the end of the tunnel.We drove from Atlanta to Colorado springs and we had to rent a hotel room until they were ready.The week went by and we called Joe,he explained he was running behind,it could be another week.Discouraged but faithful we paid for another week.Time went slowly,waiting for his call....he never called.we were down to our last $100.00.So i called joe ,He began to explain to me that just the day before Bart put out the word,no more ex or existing Holiday Employee were to be Hired.Our hearts sank.It was as if we had been kicked in the stomach.We had to live in our car for over week, and then had no choice but to move in with family.I just cant believe these 2 companies can be so uncaring in their actions.They play with peoples lives and have zero concern for ruining peoples lives. After all we gave.We are both over 50 and now have to have my 75 year old parents house and feed us.They live in a very very small spot on the map where there is no employment.Can life get any worse??My wife is now serverly depressed,cant sleep,cant eat,cant get over their carelessness.They have ruined our lives and dont even care.We had more in savings before we got involved with these 2 companies and now we are homeless.Our car insurance has run out, our phones been disconnected,we now have nothing.Please say a prayer for us,and for any of you thinking of working for these people....better think long and hard,they dont care.What a shame.We have so much love to give our residents.I hope we can survive. Thanks for being here to listen, Alan
Alan,
Our prayers and thoughts go out to you and Paula. I would dearly like to hear from you. DL has my e-mail and cell #.
Please contact me.
Gidget
Thank you..I have contacted DL Charles for your info.
Paula
Alan and Paula,
I have always found Joe G. to be very honorable man.
During the 8 years that my wife and I worked for Holiday he
became our interim Regional Director on numerous occasions.
His wife, on the other hand, is a much different story but that in
it’s self is a complete different story.
First of, you need to find out what the reason was why the two
of you were fired. The way Holiday Retirement worked, as you well know, they did not fire anyone unless there was cause. You mentioned you both had no write-ups, received a good review and increases. Something is missing here. They just don’t fire people because census is low. They would have transferred you two to another building or demote you to co-managers especially when you received a good review “plus” increase.
You were lucky to receive a review as so many of us did not get a review let alone an increase because our Regional just did not like to do reviews. He promised the moon but never delivered.
You need to call the HR Dept. of Holiday in Salem and demand you get in writing the reason why you were fired. If it is all a bullsh*t then get an employment attorney and file a lawsuit for wrongful dismissal. But make sure you both have your ducks straight and be honest with the attorney.
Good luck with this battle. Keep us informed.
I agree with Achmed, a new hire is pretty old hat for Joe G but the wife is on another planet. Regardless they should not have left you hanging, that was wrong and actionable if you have a lawyer.
Every once in a while Bart comes out with these crazy statements then in a month or so people go back to doing what they always did. Typical.
A co-worker was in Dave A's office when he got a numbered memo from Bart. He glanced at it and threw it away with out reading. When asked, he said, there was no follow through, so why waste time reading it.
Achmed,
Joe G is not honorable, I don'y understand how you can make these statements when you have had such limited exposure to him. Joe G is all about Joe G, he is self serving, his wife is nuts and bart for that matter is a mental midget.
to: rudrunk:
You have no clue what kind of exposure I have had to Joe G. and/or Bart.
Joe G. was one of the most helpful people I knew as long as you followed his lead and worked the system. Joe G. he was good as a leader.
As for your statemnt that he was self serving, well aren't we ALL self serving?
As for Bart, I found Bart to be a fun guy to hang around with especially in Maui.
Again, you do not what kind of exposure I have had while I was at Holiday.
I might not kow what your exposure was, but you said Joe G was an interim RD for you once, so you are/were probably a manager or co-manager. I can tell you this, I had way more exposure to Bart and Joe G than you did and I know that they are both selfish con men- they conned you! And to answer your question- NO we are not all sef serving, apparently you are, which is why you love Bart and Joe G so much- birds of a feather!, some of us choose to serve others,get a hobby Achmed.
Whomever had the most exposure is immaterial. Gentlemen, please! Let's not get personal.
I am not about to get personal. I know who I served and to me that was the most important thing at Holiday. This gentleman (rudrunk) obviously has serious issues with certain people and that is fine. Some people feel things this way, some people feel things that way. I just state the things the way I feel and have felt.
Residents - Residents -Residents, that's what it was/is all about. Nothing else really matters.
Thanks, Achmed. Appreciated. Quality always shows.
The attitude portrayed in rudrunk’s remarks seems to suggest that he/she lacks the very personal qualities that the rest of us lament as having all but vanished with the onset of FIG.
Incidentally, we first met Joe Giambalvo and Dick Glaunert when they appeared at our facility to introduce Dick as the new RD. We were all extremely impressed by these two men right off the bat. The thoughtfulness, cooperation and vision they exuded spread quickly throughout the region.
Incidentally, Dick was the one who promoted us to managers within five months of his taking over as RD. I will long remember his cautioning us to NEVER worry about the budget.
Just take care of the residents. Give them what they want ...and the budget will take care of itself. I know Joe has left but I hope for Holiday's sake Dick is still on board. Then again, I hope for his sake he's not.
Each was the epitome of a class act in our book.
I found Joe G to be a real mixed bag. He has a lot of contradictions.
He is a good manager all in all and also a bit of an ego maniac. His regions/division were always pretty sold because he had developed a set of very good managers and support people. He was completely against anything the home office tried to do and at that point in the company, if he was against it, it wouldn’t happen in his division/region.
In some ways Bart and Joe viewed people the same way, if they liked you it didn’t matter what you did, how incompetent you were or how qualified you were, they were there for you, support, promotions, trust. On the other hand, if they didn’t like you it didn’t matter what you did, nothing was going to change their minds.
Joe had this brother-in-law or some other shoe-string relation working for him. This guy was a walking occupancy dip. He destroyed employee moral, threw buildings off their budgets, even created a public relations disaster or two. He kept getting moved from building to building. People tried for years to get rid of him.
Is Bart a mental midget? Ehh. He has his flaws like anyone. Some of his finest hours were at Capital Place and other buildings where he worked one-on-one with people, interacted with residents, made sales and broke every rule everyone else had to follow or get fired. But, it was clear that he was out of his depth doing his regular job.
Alan:
I do recall! My heart goes out to both of you. Forgive me, but I have to inquire - No savings after 2 1/2 years of no expenses? By your account you were "hired" by Joe G. for Hawthorn, so you should seek reimbursement for your relocation (if it was previously agreed upon). Several emails to me have dwelt upon Bart Colson still owning a supposed ten percent of Holiday and agreeing not to hire anyone from there, either present or former. If so,this subjugates potential employees to unfair discrimination.
Anonymous,
Did your week go? Call me.
Gidget
I need your# I want to call
Alan,have DI Charles give you my E-Mail address JR
JR,
I have contacted DL Charles for your info, I have asked him to give you ours.
Paula
DL ....help!
lol
I just re-read a lot of the messages on this blog.
I wonder where the “BLS” guys are with my challenge?
I really shows you all that those guys are a bunch of chicken-sh*t people.
None of them tried to engage in a meaningful exchange of messages here to perhaps explain some of the things that really is going on or help people understand why certain things are happening.
None of them “date” to even mentioned that last week (I heard this from another person) 8 more people from home office were led go.
So here again: Attn Regional Directors.
I challenge each and every one of you to write on this blog under your true name.
W E D A R E Y O U !!!!!!!!!!!!!!!!!!!!!!!!!!!!!!
WOW -- great comments on this blog tonight-- we need to keep putting the truth out there.
As to Holly's comment on ... shades of Floater Bob..... each of the management team becomes Floater Bob, the Lone Ranger. It is no longer a "couples" job -- it is a hybrid job, an intermediate step job. Only those people who have some marketing skills or some clever facsimile of marketing skills or just sheer "hang in there until we get fired" doggedness will make it.
Think about this -- what is the average length of employment for managers & co-managers? (not turn-over)
Does anyone actually retire from this or do they just quit or get fired??
It's burn-out, BS or death...
know people who retired after many many years
Just found the Blog and have enjoyed reading others experiences and thoughts. Like some of you we were co managers who fell in love with the Holiday Touch concept, the residents and went to work whole heartedly in a large facility with managers and one other set of co's. Sorry to say we were short-timers. We found unlike the other managers we had worked with, we weren't desperate enough to have to stay in a job where management was so pathetically bad. After 8 months, I took another job and we moved on. But we can't let go of the fact that we loved the residents, loved the job as it was designed and outlined and if there was a opportunity to work at a holiday facility with other quality managers where we would not have to feel that we were cheating the residents and were able to manage the staff in a fair and equitable way, we would, (even knowing ALL the drawbacks), love to work as Co-managers at a Holiday facility. We had a fair Regional manager who at the time told us to contact him if we wanted to return. But maybe policies have changed that would allow us to return. All I know is that the managers we started with were fired for good reason and the co-managers that were moved up to managers managed in the same way as the bad managers they replaced, only less. Someone tell us there are quality managers out there, we only met poor managers who's only apparent quality was that they were able to stay long enough to become managers when the managers ahead of them were fired or left. I must say, personally I was most frustrated by the inability of the managers we met to understand and execute a proven management model, and most shocked at the total inability to comprehend the concept of team management.
I am so glad you all are here!! I was just going to call Hawthorn tomorrow about a job for managers but decided to read this blog first to see if anyone had written about the company or BART. We are looking to get out ASAP as we are getting ready for our FAM training.
DL, even tho expenses are small, we are having a hard time saving money as we are taking this opportunity to pay off previous debts from the poor housing market. So,I feel for Alan and Paula we could easily be in the same boat...still grateful to have a job!
I agree. My wife and I also feel sorry for Alan and Paula. The question about savings was not meant in a derogatory manner, but to convey that even though the 'net' money is made there are still 'expenses' which have to be dealt with. Accepting their account it is obvious they received a raw deal. The problem here is what recourse, if any, they have.
Reading the entire blog once more I find myself growing rather angry at the fact any company can do these things to people and still claim a caring profile. That dog won't hunt!
dl, i should convey,that yes, we made a good living with them,we have 2 daughters in college,(ouch..$$$..)and had just paid for a very large wedding for a 3rd daughter just weeks before all this happened.We just had no time to prepare,due too no verbal or written warnings.The charge was that almost 8
months earlier, at our previous community(the Westmont , in Santa Clara Ca.)a time adjustment sheet had not been filled out correctly.(NOT kronos, but the physical paper next to time clock)I still dont buy that....as we all know, if you make a mistake as a new manager,that never even went thru the grass roots program(we were tossed the keys after about 4-5 weeks into the job , when existing managers were let go...) Vicki(a/p) and the girls at the home office were always very good about calling us and letting us know what we needed to do. So, why had we not heard about this for 8 months,now at a new community(Thornton Place in Topeka Ks.)
Yes it was our fault for not really having any savings when this happened, but if we had any incling that trouble was brewing, we would have prepared.Why would you give us a great review and a raise(a small one, because we were allowed our california pay scale while in Topeka)and then come up with this crap?I dont accept that.Never will.
sorry to vent, i need to get over it, but it has hurt my wife so deeply...Its going to take a long time...Everyone says...get a lawyer...easy to say...hard to afford when you find yourself in this position.
Thanks again everyone, alan
Alan:
The time adjustment sheet is not supposed to be filled out by management. It is the employee's responsibility to write in their own time adjustments and initial it. Then whomever is doing Kronos that night makes the corrections on the computer and initials the time sheet to show a correction was entered in Kronos. This is a clear cut policy and is in the book. Again - it is the employee's responsibilty to make their own time sheet adjustments.
Whathuh,
Please contact me -- DL has my e-mail & cell # - weekend calls are free!
Thanks
Gidget
My parents are currently in a situation as co-managers (yah, right!) who not only have risk of losing their jobs because they stepped forward on their managers stealing, not working when scheduled, and not being transfered before this may all happen because the RD has not terminated the current managers even though the things that they have done (we will not get into specifics) all violate the "TOUCH" policies and means for immediate termination........someone on here made a suggestion about getting people together-has anyone considered a lawsuit for the excessive hours/verbal and mental abuse, not terminating others when they should have been, so on and so forth? I know I would have no problem working with others on this.....people should not be mistreated! Let me know your feedback. Thanks.
In earlier comments above Catalyst mentioned he had retained legal counsel and that said counsel showed interest in a class action - if enough were inclined. The stories of Gidget, Alan and Paula, plus What do we do now, were the proverbial straw for us - I emailed Catalyst this evening to add our names for a class action if feasible.
Sometimes you just have to take a stand - we'll see.
add mine too
Anonymous
Please send me your contact info via DL.
Thanks,
Gidget
add mine too
What do we do NOW,
Please get my contact info from DL. Since we got terminated for not showing the "Touch" - we need to talk!
Gidget
One thing we all can do is give DL our permission to give out our e-mail address & phone numbers to specific commentors here and get on e-mail or the cell phone and TALK to each other..
I have already established contact with Alan & Paula.
DL: here is my permission for these:
Achmed
Whatdowedonow
Whathuh
Jandc
Notmyrealname
JR
drowninginovertime
Anonymous
Anyone else- just post a note-I'm game -
The range of atrocious, unbelieveable, appalling treatment of co-managers, managers, EC's and chefs defies rational understanding and deserves to be addressed some how, some way!!!!
Like that Aaron Tippin song:
You gotta stand for something
or you will fall for anything!!
DL,
I am trying to get in touch with Anonymous -- please send him my info again!
Thanks
Gidget
Gidget: I have never heard from him - at all.
I am a her I will e'mail DL
Here's a suggestion to anyone who is still on the HRC payroll and being wrongfully "intimidated/bullied" by a manager or DM:
Using the holidaytouch.com email, send said superior a message that simply describes and confirms your understanding of any verbal directive, order, mandate or presumptive statement. Be straight-forward, business-like and objective in your choice of words.
Send a blind copy to your private email account; it could come in very handy.
my e-mail is: achmed08@yahoo.com
Explain the new management program please. Will we still live on site? Will we only have one couple? Thanks
Reply to Skipper:
For those of you who haven't heard of FAM - Field Guide to Active Management -- that is the upcoming new "management" structure. 1 manager on duty (pour coffee, e-calls,everything else) and the other one/ones marketing. Also the managers are required to have a weekly marketing activity in the building to get new blood since the reduced budget doesn't allow for mail outs and newspaper and any other type of advertising/marketing.
There is also a big push coming out about the "proper" (read: keep Holiday/FIG from paying Unemployment)way to write up people to CYA.
I agree with Achmed the old notion of the Holiday Touch model will go by the wayside. When everyone else (Holidays' competition) is NOT doing it (live-in managers ) - it is NOTthe most cost efficient (burns up 2 apts annually, costs more all the way around).
Besides, when you have all these residents who are really AL and nursing home residents -- the need for 24/7 care in their apt -- that is NOT Independent Living - that is Elder Abuse.
Do I hear you correctly.
There will be 1 manager couple for operations and another management couple for marketing.
What about week nights and weekends ?
Does the operation couple work Monday thru Friday from 7:30am to 8:00pm ? A total of 62.5 hours weekly.
Who pours coffee and helps in the dining room on nights and weekends ?
Another question: how do you have a marketing event each week and get the word out if there is no advertising dollars ? You can't invite the same people in for every event. Maybe the operations managers should be required to sing,dance & do magic so they can provide some of the weekly events.
Fortress is driving the company right into the ground. Just about every building in our old region is down drastically on census. The best building in the region has 85% occupancy.
Recently I was visiting a building who had a big marketing event one night inviting people from the community. There were also other chefs brought in. I asked a resident the next day about it and her reaction was --- they tried to do the best thing...but their grade of meat and other food was just horrible.
we allready do this in our building. Does this mean we will eventually lose our co managers?
Just out of curiosity I took pencil and calculator in hand to crunch some numbers. Hypothesizing an eventual legal action being successful, with back pay being awarded for over 60 hours per week it turned up some interesting possibilities.
Now remember "... you are paid for 40 - scheduled to work 48 - expected to work 60...". The 'on call hours' bring the total to an average of 108 hours per week. I'll use the Co-Manager pay rate for an example. At $11.37 hourly, and time and a half above 60 hours, it would allow 48 hours weekly at $17.05 per hour or $818.40 per week. Multiply this times 52 weeks and the total comes out to $42,556.80. Now, there are two of you working, so it gets doubled. How about $85,113.60 a year owed just for those overtime hours worked? Is it possible? Possible it is.
At this point add in the Manager hours and the number of communities - the total jumps to around $50 million per year. I guarantee that kind of potential monetary loss will garner swift attention from any company. Add the Executive Chefs (salary), who also work extended hours, and the total jumps again. I'll round it off, for simplicity sake, and put the figure at about $65 million per year - for each year of work. Rather interesting exercise to consider, isn't it?
One other point to add - From the research so far, plus a few good scholars and specialist attorneys, I firmly believe a very good case can be made to disallow any hours worked above the scheduled 48 or 50 as 'exempt'.
count me in....
3 1/2 years at $85,113.60 a year
$297,897.60
WOW They owe me. LOL I did love working for Holiday at first but after coming back from Leadership. (we were there with you and your lovely wife) Our other half of the team left. We worked 17 days straight. New team arrived lasted one week because we had a break-out of the noro virus. They did not want to be a part of that. We worked 47 days before they found a new couple that was hired and had no ideal what the job was, and what our RD did for us was give us 3 extra days off with our regular 2 days. That is what we got for working an extra 64 days. We were burned-out, fed-up, and wore-out. Four months later after doing our best to train the uncontainable. We put in for a weeks vacation and the other half of the team called our RD and asked if he was going to send them some help because the 3 extra days we were given did them in. He then asked us to hold off till the following week to take our vacation. Needless to say that took the cake with the icing. We resigned.( you called us a gold mine couple and I thank you). We too think about all the nice couples we met at leadership and wonder how many of them still work for Holiday. We still work together but it's 9 to 6 and we go home. Is there life after Holiday, YES and loving it.
Good to hear from you!
I am personally saddened about your leaving Holiday. Saddened not for Holiday, but for the residents who no longer have the caring concern you two embodied. Like Jerry F. said in another comment ... I wish I could wave a magic wand and bring all of you back...., but I can't.
Yes, Holiday lost a goldmine when you two left - and it appears they simply do not care how many "mines" they shut down.
Sounds really familiar.
We our regional manager and managers a
3 week notice when we resigned. ( to be honest we were hoping they would say leave immediately). What the managers did was take 16 straight days off and we
were never compensated for that. We asked to leave 5 days earlier than the 3 weeks and our regional manager said --"I put in the file that you walked off the job".
How unfair...Holiday has turned into a
totally unfair company that hires people to be slaves. Anyone wanting to become a co-manager should check things out first. You NEVER work 48 hours a week and you NEVER get compensated when the managers take a vacation or extra days off. When you are a manager or co-manager for Holiday you bascially have no life. Maybe you get 1/2 of the Holidays off, but the other half yiou are working around the clock, because the managers are off. A co-manager works 5 days a week and is on call 4 nights a week. 2 of those 5 days you work alone because the managers are off.
Other than you 2 days off, you only have 1 other day that you finish in the afternoon and get the evening free.
Holiday needs rovering managers who can fill-in when there is the need. Right now because of the budget cuts, there is no chance of getting a roving manager.
Like everyone else. we loved the residents and the concept of independent retiring living....BUT.
Good luck everyone...it was a great experience, but no way again.
In regards to your questions you ask and some of your statements. First, the new marketing strategy does not put more hours on you-but limits only one person available while serving coffee, etc. to answer the phone, handle crisis' at the same time, do showings while pouring the coffee and answering the phone, etc........
As for the amount of figures you are talking about using a co-manager's amount of pay-you are forgetting a few important ingredients-if you delegate at all-it does make you unable to claim back wages-you can fight for them if you have a copy of your to-do list and it is general things you are posted to do...........you will ONLY get paid for 1/2 time of your salary pay since the fed govt/state says you will already be paid with that salary amount so to speak. Also, you are forgetting the fact that you did not figure your pay correctly with not adding in the utilities they pay for, the cable, the apt you are living in, the gas they pay you back when driving around and maybe even a few other things including toilet paper and use of towels if applicable. You also forget another thing-since your apt has been where you have been staying-did you not realize the taxes that you have not claimed on your apt-by claiming that money for the whole year will need to be reimbursed back to the government, etc. along with any fines for not filing, and I am sure of these things as well as maybe even coming up with a few others if they apply to you.
As for marketing-I am sure you all have tried the museums, senior centers, local YMCAs and YWCAs and Ballroom Dance locations since they are just a few of locations you can go out and try to connect with......
I hope this gives you a bit more insite-although I am still interested in the possibility of a civil action if someone can get some names together....
I would argue most of what you state. The apartment and the 'necessities' are inclusive with the salary, regardless of pay amount - not an addition. Mileage reimbursement is a factor which has no bearing. There would be no 'taxes' regarding the apartment because it is a requirement of employment irregardless. Why do you think the company breaks it down the way they do? "... half time of your salary pay..." - nope. If the 'exempt' were disallowed the 'salary pay' would cover the prime limited and not the rest. Any monies collected could possibly have a taxed basis for the year 'earned', but not back taxes or penalties for prior years, so no 'amended ' returns would have to be filed. Too many legal cases have proven this.
You appear extremely knowledgable about the inner workings of a community and its quickly changing rules for a person whose parents work for the company, and not you. No offense intended. I am a paranoid old man and it has kept me in good stead for sixty-five years.
By the way - please, all of you, realize what I stated earlier in another comment. Although a hypothesis can be interesting it does not make it an actuality.
I truly understand your concerns about me but I am just an onlooker with serious concern for family members-I did give you my full email address in confidentiality-which is the same name as such family members so I have my concerns as well. I am only stating that your pay is more then the figure you receive in a dollar amt. You need to think of it as such even if one does not want to do so.
No, you will not have to pay back to the gov't any of your utilities and fringe benefits. As for my statement about the government-it has been proven to me (from my own personal experience in apt mgt) you will have to pay back taxes for your apt since it is part of your pay by their consideration if they chose to file a 1099 on you. I have seen it first hand. If the company writes the apts off they should have handed a 1099 over to you by law for the apt they write off as part of your pay. I know this one since it was done with a company I worked for. Back taxes were paid but I am unsure of how many years. You are right about gas mileage having no bearing unless you get paid more then the going govt reimb. rate-although your car may disagree.....
As for adding in all your perks and it increasing your salary tremendously. Maybe this would help or hurt in a civil action. It may affect your labor board/unemployment too-that question was never asked of them. Maybe someone else could ask them that question?
As for my knowledge about this company-I stay on top of anything that may have a cause and affect to my family-I am sure you would too. I get my knowledge through more then one source just like finding this blog here that hopefully will not jeapordize my family members who still work for HRC.
And as for my other knowledge of marketing, etc...I have apt management experience for many years and have had to deal with many of the same issues of advertising, marketing, budgets, etc...I also have done tons of adverstising and marketing with no money available and properties that were horrible.
FYI, just recently the Fair Labor Board was recently asked the question on what one would get paid if they left such a company who claimed salary rather then hourly,etc. The information given directly from the labor dept for fair treatment, etc stated to the "said person" that they would only receive an additional 1/2 of pay which is the part of time and 1/2 since it was a salary pay. They also stated that if a person did not manage anyone and did just regular work chores they would get hourly for all their unpaid time at 1.5 hour but for salary people that do any ordering of staff, etc......they stated only 1/2 on their time. I hope this sheds better clarity on my statements. Maybe the person spoken to at the Fair Labor Board did not know what they were talking about? They seemed pretty clear.
I do not take offense and if you have been offended or have any further concerns-drop me a line directly via my email-I hope this clears some things...
Don't forget to add:
funeral homes(surviving spouses),
homeless shelters (they have social security money)
and the frozen food section of supermarkets
to the list of marketing stops.
The reason Holiday Retirement ( under the Colsons) was so successful was because of the personal "touch". They emphasized giving the best to the residents. Our regional manager gave us the book "Give Em The Pickle" by Bob Farrell when we first started work. The RM's philosophy was --- give to them if you have it... and make them happy !!! For 3 1/2 years we worked in buildings that were 100% occupied. We had monthly musical events...monthly ice cream socials...monthly breakfast buffets( with make-your-own-omelet)... donuts & coffee on Saturday mornings... Sunday afternoon tea parties...Friday afternoon social hour with juice,soda, non-alcoholic beer and wine ( and peppy music with sing-along songs)...non demoninational church services Sunday morning at 10am( with music from the old days---How Great Thou Art, Rock of Ages)...
It was a great place to work in our buildings because the 1st 4 management teams all agreed to the above list of events. Then the ax fell. We decided to transfer to another region and the next set of managers were --- let's say all business and no "touch". We were lucky to have bingo once a week. They told us the activities was not the job of the managers. We tried to convince them that happy residents was the key to
success...but it didn't work. We found another job and we a very happy. In fact, we have been given the award for outstanding customer service several times in 1 1/2 years.
Please contact me -- curious about what you are doing now. DL has my e-mail addy.
Thanks
Thank you for the reply.
Please understand the value I place on confidentiality - and the people who write on here. That was the reason for my question. Interesting to read your FLB response - mine was almost a complete opposite. Several years ago I also went through a similar situation and was awarded back pay at time and a half with no payback. I guess it depends upon which office handles the case, much like Social Security.
When Holiday RDs held their "Rah Rah" meetings often those present would each be asked who they were in charge of, complete with the names. The reason was in case an official from the Wage and Hour came into the community and questioned. The proper response of giving names was because of exactly what you just said. To show 'someone in charge of'. Good point.
I had to log back on in order to make a correction. Above I stated "Several years ago..." , but I pulled one of my journals and it turns out several years ago was 1974. Thirty-five years is a tad longer than "several". The trouble with being old is that our yesterdays stretch farther back than our probable tomorrows do and the mind tends to synapse those years.
I am deeply appalled at the plight of Alan and Paula and hope the best for them. It makes me wonder how many people would knowingly use a product that exploits their employees. Most of the residents I knew would be furious.
When we spent the week at Leadership Academy we met a lot of people. Many of them quickly became close to us and we think of them almost daily. Tonight I received an email from one such couple (Managers) who voluntarily left Holiday recently. We are constantly surprised and appalled as we hear of different ones leaving, but this couple really stood out in the crowd. Holiday lost another goldmine here.
Speaking of the Salem, Oregon week long academy training, it is something which can never be taken away from us, from any of us. What we learned there shows constantly in our daily interactions with people wherever any of us go and whatever we do. There was a positive of magnitude so apparent it is amazing. It went way beyond a group of trainers earning their paychecks to share with those attending the training. Denny Nutter is an unbelievable individual all by himself. Just to be around him, and all the rest who were there, has given all of us such a refreshing pleasure that it also cannot be taken away just because we left Holiday.
A long overdue "Thanks, Denny", and Rob, Nancy, Sheryl, Rob, Tom, (especially to Ruellene) and so on, is now publicly stated. We appreciate what you guys showed us and what you taught us took root and is growing. We are - and always will be - filled with THE TOUCH - because of you. Holiday could not take that away from any of us! It goes with every single one of us every day. It goes in our hearts and in our minds - and it goes because of you.
I find it rather ironic in a way - I framed the Heart of Holiday Award I received. It is inscribed "For touching the heart of Holiday". Denny Nutter had tears in his eyes (me too) when I finished reading my letter, then he stood up, walked over to me and grabbed me in a bear hug. "That was awesome", he said as he squeezed the breath out of me. Denny just doesn't realize he is a very strong person. I share this personal moment for one simple reason. The Heart is gone out of Holiday. It is gone because those people were THE HEART OF HOLIDAY. And without the heart it quickly became a dry husk of a concept withering on the vine, unable to continue growing. Without that heart Fortress doesn't have a snow ball's chance in Hell of making a company live and grow.
DL, no one can touch the old gang from HRC. Granted, there were many problems during the old days but at least they were working on it to resolve many of such problems. Not one single company is perfect the way we would like it to be but Holiday PRE-FIG was a good company to work for with a lot of caring people at home office and in many buildings. The proof is that so many buildings were 100% occupied. These days you can count of 2 hands how many buildings are full.
Rob Bell, Denny Nutter, Sheryl Bauer, Don Harris and sooooo many other people at home office all cared so much for the well being of ALL employees.
Look at the computer programs which were developed in a very short period of time.
How many of the current building managers can say they had to write deposit slips for the rental checks?
In as little as 8 years ago, HRC had nothing on the computer...NOTHING!!!!!
Attention: What do we do NOW and Catalyst -- please contact me through DL Charles. I will be glad to call you both.
Catalyst -- add me to the list who want to do something about this!
Gidget
Where does all of this leave US RESIDENTS? It is a good thing that most residents do not have access to the internet and Beneath the Veil or they would be leaving faster than the Holiday employees are being let go.
Dick is now on the west coast,I don't think he is still telling anyone not to worry about the budget.He was the first BLS hired & is responsible for the first few BLS hired. As a still working employee the residents are still in good hands in most of the buildings I am aware of!! While there are changes in operation many managers are doing the right thing I now we are.Our residents are happy and are not aware of all the changes we are faced with.Happy will fill a building.We are not full,have been in years past.
First of all-Gidget you are more then welcome to reach me at my email address through DL. I give him permission to give it out to just you and anyone else that he feels safe to give to.
Secondly, I recently heard through the HR Dept that not one person (supposedly) has ever won a case of hostile work environment when they were forced to leave or chose to leave due to the mistreatment by their managers or co-managers that was not resolved. Maybe someone could look into this further. I do know I won a case that was a hostile work environment in this same state although I cannot understand why one cannot with such a large company and so much proof of such poor work environment for many managers/co-managers.
Newest update-my family members are about to give up hope on anything well becoming of such a company and it will be a very big loss with the skills they have over the many great years as community managers. Newest news is they are gettin another transfer (at their own expense) to another location that they have already heard has problem mgt-so unfortunately they will try to find another job as well. They will also be so far away from me (with both our long hours) to not see each other except holidays rather then every couple of weeks and they will not be able to see my child even less. A sad price one has to pay for poor "co-management" skills and unfollowed procedures.
Have a safe Labor Day weekend to all.
I had a very hostile environment with employees and quit. Fought unemployment with 10 + pages of reasons we quit and after 4 months and 8,000 dollars to live I got absolutely nowhere. We were employed for 4 years with no problems. Also did several shifts without co managers like everyone else. I miss the residents but not the BS. I can find a elderly senior any day of the week and make them a friend and its like grandkids you can send them home HA HA
I went to a troubled building and I was stupid for doing it the main reason We quit. The RD had us believing that we could fix the 4 year wound and all it did was wound us actually kill us from the company. Put it this way it wasnt worth it. Also why are you paying for the move?? To give your RD a bonus on not going over budget on moving his people? What states would you like to work in? I may know of somthing better!
Gidget
Is FAM the new management concept that I referred to in my 8/29 posting? As of today we have no Office Manager
You may have already had this topic, but if my husband gets a new job (we are co-mgrs, do automatically lose my job? If so, can I apply for unemployment?
You can try to file for unemployment however I don't think you will get it. Keep in mind, you were hired as a couple. If your husband resigns you also will lose the apartment and since Holiday does not have any other position available you will be forced to "resign" as well. If the building you currently are at might have a need for Activity Director (Enrichment Coordinator - I always hated that name) you might apply for that, otherwise you might be S.O.L.
Sorry.
Hope the job your husband gets pays more than you currently both are earning.
It may be easier than you think, it is called Fair Housing; National Labor Board and Department of Justice. ENough complaints the company starts to get fined $$$
Just found out that a couple got fired because of comment he made on Facebook.
That is why I set this blog up to protect confidentiality. It is sad when free speech is controlled - for whatever reasons.
And I thank you for this blog. You have given those who have had friends who have been abused by Holiday to have a place to share. Thank you for giving us the freedom to share.
who was that
With her permission: It was Jamie Jordan-Savage, co-manager at a community. Jamie made a statement on her Facebook wall which Holiday read and fired her because of it. After working six twelve-hour days she posted that she "felt like the residents were sucking her dry". She states she never mentioned Holiday, but the company's stance was since she listed Holiday as her employment on Facebook she was a "representative of the company" whenever (and whatever) she posted on the site.
Jamie is my partner. We were the first same-sex couple hired by Erik Blythe for a co-manger's position. We trained at Edgewood Downs for 3 months and were transfered to Vineyard Place where we worked for a year. The residents LOVED US! We heard the present managers were going to be moving to another community so we applied to be the managers. We did reveil that our weakness was marketing. We interviewed with Bobbi Reid. A week later we were pulled in the office and told that we did not get the position AND we needed to move in 3 days over to Parkrose Chateau - the managers would be good "mentors" in marketing. When we started at Parkrose we were talked to in a condescending manner regarding everything - "Do you know how to work the coffee maker?" We asked what was going on and were told that we were being trained from "scratch" that we were taught wrong and they were going to teach us the right way. We mentioned that Bobbi Reid had stated we were sent there for training in marketing and were told, "that's not what Bobbi told me" We worked there only a week due to being pulled into the office on more than one occasion and told that they were not going to lose residents b/c of our 'gay agenda" and the way Jamie dresses not being feminine. We were talked to in a belittling, condescending, dehumanizing manner. One day the dishwasher did not show up for work. I, therefore, was setting the tables for breakfast. Executive Chef had shown up on his day off and I informed him about the dishwasher, that we had tried to call several times and we were also down a server. He decided to jump in and help dishwash. I told him no that I would do it and he said, "I will help out..you go buss tables and get the dishes to me" The female manager came into the kitchen and started yelling and Jamie and myself telling me that I should be dishwashing, she got in my face and screamed. We didn't go back to work we were on medical leave per our therapist. We met with HR and each gave our statements and documentation. After mine I was told that as a side note they had Jamie's Facebook Account and things she stated on Facebook reflected on Holiday. An hour later we were brought in and told we could either quit and get 2 weeks pay and they wouldn't fight unemployment or we could be terminated and receive no pay and they would fight unemployment. I expressed that the situation had suddenly turned to it being about Facebook instead of the grievance we had regarding the Parkrose managers and the sexual orientation discrimination. We were told, "Oh no we take it seriously.." Jamie asked WHAT drove them to look on Facebook for her. The HR rep said that it was her boss that brought it to her attention. They NEVER brought my Facebook Acct into play and tried to nail us on the times we posted. I kept saying, "I have facebook on my phone. I can post anytime." I deeply believe that we had a serious case of discrimination and they found any reason to get rid of us.
Pericles,
The FAM (Field Guide to Active Management) is a program where 1 of the 4 managers is assisgned as the Duty Manager (this is supposed to rotate). The other three should be doing marketing. So there is not an Office Manager per se, just a 1 person Duty Manager pouring coffee, answering e-calls, running the office.
If you want to chat -- DL has my e-mail and cell # or have him send me yours and I will contact you.
God Bless & Good Luck....
Eventually you will run out of d.i.'S to call.. What are you suppose to do after that ? Stand on the street corner with an arrow sign saying "Apartments for Seniors Starting at $2000 a Month ".
Is there a guide book on what to do for marketing. I understand from previous postings that there is no money for postage or advertising. I am familiar with a building that has bascially been accepting nursing home patients for the past year. Now they are up to 20-22 openings because these people have moved out to places that provide more care. ( more move-outs to come--i'm sure ) Food has become lesser quality...activity hours have been cut and now managers can't provide any of
"The Touch" items. Good luck with the
arrow signs, cookie drops and marketing at calling hours.
The one thing Fortress is forgetting---the best marketing is to have happy residents.
At one point we were authorized to pay a $1000 finder's fee to residents and non-exempts. Is anyone still doing that?
[The resident's or EE's name had to appear on the original DI to qualify.]
Once you give your notice, how long is it before they want you out?
We gave our notice almost three months in advance. We knew what we wanted and agreed to hang on that long in order to help train a new couple. The residents, however, were not advised quite that early.
We burned no bridges.
DLCharles,
How can I email you privately?
Thank you for this place.
Use the following: thefreebornman@yahoo.com
We are in the process of moving and will change servers so please use ONLY the above email addy. Will update the dlcharles address asap.
Thanks,
dlcharles
Have any manager or cos who have left Holiday gone to work for a Brookdale, Sunrise, or Erickson property? We have openings locally and wonder if we'd be jumping out of the pan and into the fire or if it would be a good move.
I would be interested in this info also. I know Brookdale is owned by FIG also, right? But have not heard of the other two. We would like to get out before we go thru FAM but have nowhere to go. We recently received a lecture regarding how much our jobs are changing and if we dont like it, there will be someone else to take our places. I want to get out before I have no self esteem left!
Whathuh-
Can you give us a concise synopsis of the lecture about "how much our jobs are changing"?
Those of us who left over a year ago are still concerned.
Incidentally, I just heard one of our favorite RDs (who happens to be a BLS) is resigning.
The change is about what this blog has stated. We were attracted to this position for the Holiday Touch, but now, the bean counters' priority is Sales and Marketing and in fine print, "dont forget the holiday touch" I am all for sales and marketing but not at the EXPENSE of the residents because they are the BEST form of marketing. And it is the extent of marketing and the pressure to do so many calls a day, so many cookie drops, so many events, mini events, outreach calls, and dont forget to do the schedule, turns, keep the staff going, and the building inside and out pristine AND do all the travel in your own vehicle, oh and dont forget to do E-calls AND now you have to document what you do every minute of the day and email it to your RD and RSL. And they follow up with phone calls to the DI's you called to make sure you called them. It is just a half and inch short of insulting, but it isnt personal. that is just a sample of how the job has changed.
My Husb & I were interested in applying for co-manager position but since finding this blog site I'm not so sure.
It sounds horrendous! We want to stay married so any suggestions for a similar live in role?
HOLIDAY RETIREMENT IS A LIE!!!!THE WORK ETHICS ARE FALSE. tHE SALARIES ARE LOW! EXCEPT AT GOLDEN OAKS WHERE A GM NAMED ANNIE DE VITO MAKES $62,000 FOR SITTING ON HER BACKSIDE, PLAYING CARDS WITH Residents; TALKING ABOUT RESIDENTS AND WHAT THEY SAY, "OR COMPLAINT" ABOUT, WATCHING THOSE WHO TAKE NOTES. mAKING FUN OF PEOPLE. PUTTING THEM IN THEIR PLACE WHEN THE RESIDENT ARE SUPPOSE TO BE SHARING AT THEIR RESIDENT MEETING! SO HOW DO ALL YOU MANAGERS FEEL NOW THAT YOU KNOW HER DR GAVE HER THE SALARY HE DID AND DOE NOT GIVE YOU THAT KIND OF INCREASE. THEIR Social DIRECTOR DRESSES LIKE SHE IS GONG OUT ON THE STREET SHORTER SKIRTS AND LOWER CUT TIGHT SHIRTS! ALWAYS TALKING About CHUBBY FIREMAN! WHAT IS THE Holiday TOUCH? WHERE HAS MR....COLSON'S DREAM GONE AT GOLDEN OAKS. THE REGIONAL HAS SAID HE WOULD ABSOLUTELY NOT MEET WITH ANY RESIDENTS WITH THEY ASKED TO HAVE A MEETING WITH THEM. SAD. IS THAT WHAT MR.. COLSON WOULD SAY. I DO NOT THINK SO. WHAT ABOUT THE Laziness OF WHAT SOME MANAGERS DO JUST GETTING PAID TO CALL THE COMMUNITY "MINE" OURS, AND HAVE THE NERVE TO TAKE FURNITURE, PICTURES, AND ABUSE ELDERLY RESIDENTS, WHAT ABOUT THE SEXUAL INCIDENT AT LEISURE POINTE! A MANGER SEXUALLY Assaulting THE ELDERLY. GETTING A SLAP ON HIS HAND AND HOLIDAY -FORTRESS COVERING THIS INFORMATION UP. IS THIS THE HOLIDAY TOUCH. THIS MUST BE THE NEW HOLIDAY. CHEAP COOKS, CHEAP FOOD, DISHWASHERS THAT STEAL PILLS FOR THEIR HABIT. WOW!! THIS IS THE NEW HOLIDAY WITH MR.. CALLISON, I AM GLAD I AM RETIRED.
Please note that CAPS are considered "shouting" on the internet. You double posted so I deleted one of the comments.
I guess I was a bit excited regarding the text which I wanted to share! I did not want to offend any reader, but I am more than a bit upset with Holiday and the way they handle their empoyees. My source was a freind who worked with holiday quite a while ago, but it is interesting that they are many more unhappy folks that are former employees. I lived on a community as a resident.
Please except my "shouting!"
So lets start to compare what we are paid. Can we unionize like in Canada?
Are you saying that the management team is unionized or the hourly employees or the communities??
From what I understand several Canadian communities are unionized. I am not certain how many are left in Holiday. The union included staff members who are not managers: so just about everyone but the managers and co-managers. But the Canadians would know for sure, if I remember correctly Imperial Place was unionized. I can't remember who else was.
I believe the only unions are in Quebec.
Again if I remember correctly Imperial Place was unized or one of the other BC buildings. But I don't think Imperial Place is in the company anymore.
Knowing the political leanings [see campaign contributions] of a majority of the mucky-mucks at FIG, there's no saying they might just grease the chute at HRC for ..oh, say SEIU organizers.
In response to Achmed's comment about a couple who got fired for his comment on facebook -- Achmed -- please contact me.
FYI - we got our unemployment benefits.
Ill comment ANYTHING. I think I am over it but I guess I am not. Miss my grandpa grandmas and friends Fort Smith wrecked us. My Enrichment Coordinator there wrote me saying she was glad she didnt buy into any of the BS I wrote yea there was alot of BS, SHE WAS Trish the Dish, she did not have a clue and used to promote truck drivers for a living and had hot pants for the co mgr that got fired and any entertainer within 15 yrs of her age
Mr Leonard??? started a facebook page for Holiday!
OK - we are moved!
Email addresses are: dlcharles1@att.net and thefreebornman@yahoo.com
If we ever move again we will hire professionals to pack, load, drive, unpack, and put everything where my wife wants it. I will merely set a lawn chair outside, sip coffee, and observe. We are way too old to be doing it ourselves. My new telephone/internet server is AT@T, obviously.
Quick question: Why doesn't Holiday do background checks anymore on kitchen workers ? I have heard recently that one building chef has hired dishwashers from the county jail release program. The chef hasn't been able to find anyone else, so he's hired these X-criminals.
Holiday is really leaving itself wide open for a law suit by not doing background checks on all employees. In fact, these background screenings should be done on all residents. Who knows until its too late.
I can't believe what I'm hearing these days about bad food and cuts in activity programs. The reason census had dropped is because of these two items and the high cost of the apartments. One building is charging $2450 for its cheapest one-bedroom. If there are two people, the 2nd person cost is $600...A total of $3050 for a small one bedroom. $36,600 a year. No wonder occupancy is dropping. We worked for Holiday for several years and just got burned out from the schedule...lack of workers showing up...and egotistical managers and regional managers. THere is ONE thing that Holiday must remember: THE BEST WAY TO A PERSONS HEART & MIND IS THROUGH THEIR STOMACH. Good food is essential. No avocado sandwiches...Old people like meatloaf and mashed potatoes...spaghetti & meatballs...fried catfish...Beef stew...
Pork chops...fried chicken...Also give them a good cheeseburger for supper or a good ham & cheese sandwich or BLT.
OMG! I was JUST thinking of this before I came back to my computer to continue reading. I remember a set of managers hiring folks just getting out of prison! I had the unfortunate opportunity to sit right across from the HR investigator at Home Office. You guys haven't even hit the tip of the iceberg on the crap that went/goes on in the facilities.
And I thought I was the only one who suffered under several tyrannical manages in several properties. Mine is a 2 year story, that ended on 8/18/2009.
I couldnt take it anymore. Though, scared to be unemployed in this ecomomy, I just couldnt make myself go back to work.
I am an Executive Chef, and may stereotypically be dubbed as a divo, but with Holiday, only the residents and subordinates thought me to be worthy of the title. After my 2nd month with Holiday, a manager told me in front of co's that they were quitting because of the chef and his "F--ing Kichen". Still, I stayed on for another 20 months. I know of many chefs, Regional and other chefs who have left to company for the same reasons that I read in the blogs. I LOVE MY OLD FOLKS! Some have written letters of recommendation so that I can leave the company. They see my value, they appreciate all that I do, and they are not blind or ignornant of the pressure we chefs have with management teams who are tyrannical. My "peeps" made it possible for me to continue as long as I have. I have voiced my concerns to every level of management up to the VP of Human Capital and did not find that my concerns were given much consideration. In fact, I was told by a Regional XX that I had developed a reputation of not being a team player and pretty much a troublemaker. I do admit that I voice my concerns, and they are legit! I backed my concerns with documentation, referenced Food Service Guidelins, referenced my own level of education and experience. I wanted so much to believe that I was some worth to be kept that I gave notice of my resignation to give managers, et al to talk to me about why I was leaving. I got no such thing...I could go on, but wanted to acknowledge that there are several managers that I worked with (I was a floating chef for awhile) that I believed wholeheartedly were genuine and worked with co-managers who are angels. Perhaps Fortress in effort to stay afloat is putting pressure on Holiday to scale back expenses, but you cut at a kichen budget that is already lean, and you will end up with less-than-qualified Executive chefs who cook at a level of cafeteria, campground, or nursing home quality. I hope for the resident's sake, that Holiday is able to go back to the touch or at least let Hawthorne Retirement Group (formally XL Management) buy back as many communities as possible. For now, due to some agreement between Holiday and Hawthorne a few years ago, I must wait 6 months before I can be hired by Hawthorne...
AMEN nobody cares anymore about listening to employees that care. Our desert cart consisted of vanilla ice cream and a syrup pitcher of choc syrup. No second veg and no alternate choices and the big dog chef and his boss were there and didnt BAT A EYE I gave up I must say 1 2 and 3 buildings were great but 4 was atrocious he didnt even look at the residents and hid in his kitchen as much as possible
In our region, all but 2 properties had very very clean kitchens. As floating chef, I saw this. 7/2008, being worn out from all the hours, mental games, and drama. I decided to step down and take a position of Sous Chef. The Exec Chef and I had a great relationship. She and I being sticklers about cleaning, had a spotless kitchen and we were sure to win the Culinary Award. But she left to a different facility. I was not considered for the Exec Position. The New Regional Chef and Managers settled on a chef who was green. I tried to offer as much support and one-on-one mentoring/training that I wished I had gotten. Formost to me, was ensuring that this kitchen be as clean as it ever was. I took it upon myself for the first 3 months of the Exec Chef's probationary period to handle most of the hard core cleaning (ovens every other week, steamer, dish machines weekly...) Unfortunately, the Exec Chef refused to buy into the cleaning, and despite what I have been able to do, the kichen suffered. I have documented this process over the course of the past year with hundredspictures of what the condition of the kitchen is when I am going out of the way to do the cleaning and the condition of the kitchen during my absence. Bear with me, I do have a point...
In June, Food Service Director came through the facility. (History: Food Service Director used to be Regional Chef in this region many years ago and has seen this facility in worse condition). So, I hear Food Service Director telling the Chef how well he was doing with getting the kitchen to its current state. It was then, that I knew my time with the company was numbered. Had the Food service director seen the kitchen while former Executive Chef was there or even the 3 months after her departure. He would have seen how degrated the kitchen was. Yet, kudos to the Chef, who was the worst for cleaning. I took it personally. How could I possibly expect our return to the excellent cleaning with the blessings of our superiors...
Good luck with Hawthorne...you won't find much of a difference. Pretty miserly, we have to feed our residents scrapes with the scanty dollars they allow us per day per resident. It's the same old, same old. Crazy timelines that are unobtainable and the kitchen door never stops rotating with staff that won't put up with it.
It is my understanding that Marilyn Taylor and Larry White are no longer with Hawthorne either. Can anyone confirm this?
My favorite memory in my short time as a co was the managers who pocketed meal money, telling us it was going into a slush fund. By managers direction, it's the co's responsibility to conduct the residents meetings as well as to pass out rent-increase letters each month!!! I loved it so much I added my name to the LLLLOOOONNNNGGGG list of former employees!
I currently have good employment. I was thinking "down the road" retirement time when I noticed the Holiday job posting. I am happy that I googled Holiday employment reviews and found this site. I certainly would not consider it now. Thank you for helping me avert disaster! Good Luck to you all!
I wish this site existed when I started so I could have made an informed decision. If the interviewing managers / regional director told the truth to each prospective employee, they could forego the high turnover and probably get much better managers in the process. I believe one reason they don't fully expose the truth is they are so hard up to get warm bodies to relieve the poor managers who have been working non-stop for weeks / months.
My wife and I have been in training as co's for the past few weeks. Prior to being hired I found this website. My first reaction was of dismay. Why, I thought, were all these people so down on an organization my wife and I were excited about?
As I read each entry, (I went back to the first post and read through all of them)it struck me that many of the writers were extremely bitter about various issues. Most were former employees or residents, and the prevailing theme was about the ineptitude/lack of compassion of FIG. I must admit that I was more than a little concerned about coming to work for HRC.
After sharing what I had learned with my wife and discussing this new information, we decided to pray and ask for His guidance. It has always been my belief that we are the ones who control how we feel, not others. We can either choose to be upset about what someone else has done, or, choose to carry on and do what what is right despite what may or may not happen. That may sound a bit naive, but I do believe it is the right attitude. Having said that, I do understand how frustration can build up over time and how disheartening it can be when original expectations are trashed. I am not minimizing those frustrations. But I do think that a few of the writers were suffering from burn-out or just had poor attitudes concerning change.
What I am saying is that I am glad I did not let what I read influence our decision to join Holiday. We are truly in a place that we love. Our managers are terrific and the residents love us and God is good!
In the short time we have been here, I can understand where some of you are coming from. Not the horror stories of course, but the micro-management issues are certainly undesirable and I can see people getting angry about it. Still, my wife and I look forward to completing our training, putting in our time as co-managers and then moving on to a community of our own.
Regardless of what happens in the future, we will do our best and do it for Jesus.
Training for the past few weeks? Oh, My Goodness - I remember those first few weeks! Everything is new and the days are filled with the excitement and potential of a new found career.
You will understand when I say it should be interesting to await your feedback as the " past few weeks" turn into months. If you hold to your higher deity belief which allows you to undergo what you are about to experience - then I congratulate you in advance.
No one is "extremely bitter". What most of us are is literally fed up with being BS'd under the guise of "the residents come first". If you read the entirety and failed to prepare yourselves for what is coming then I wish you all the luck. When so many obviously intelligent and sincere individuals report a common thread factor it is because that factor exists and operates.
Please realize that each and every one of us also entered into it with the same excitement you express. To this day I still miss many of the residents, many of the staff, and definitely miss the concept we hired aboard to be a part of. "But that was yesterday - and yesterday's gone". I will offer only a single bit of advice to you -- From the very first paycheck you should tuck away some money for the day when you have to suddenly pack up and vacate the premises. Hopefully it will only be to pay for a moving transfer to another community, but it could also be to have three or four hours to load up and "hit the road". Either way - enjoy!
My husband and I too felt we were led to HRC as co managers. We too felt the same way you do. Give it some time, your thoughts will change and you will see that believers don't last long at HRC. I would keep your beliefs to yourself and pray for your residents.
My relatives work for the company and are true followers of Jesus and they are horrofied at what has transpired after their initial great beginning. Do trust GOD/Jesus and also know that he does not want his people in abusive situations either.....
"Someonenew"
Thanks you for your positive remarks. I do see that to you our diatribe smacks of bitterness and pain, which must be expected given the treatment we have. I have always been told that not all regions, not all facilities have the problems that we have had, but I could not take comfort or encouragment as I felt if everywhere else was better, then I must be bad. I felt that way for a long while until I began to notice that while I was required to work doubletime and twice as long as others to keep my job, others were given a free pass. Talk about feeling discriminated against. My illusion of working hard, long, and efficiently will reap some much needed down time and even advancement in the company. In the end, I believe, and even backed by fact, that I wasn't wanted. So, please pardon my anger and hurt, I wansnt the negative, but after 2 years, I had enough. Now, I am pretty sure there is a majority of facilities and managers that are working in the idyllic "Holiday Touch" way and I pray that you are fortunate to work in such a place. But make no mistake, what we experienced is very real, very painful, and I for one, find it cathargic to vent and be encouraged the realization that I was not the only one being bad. I
JAS, Please understand, I would never presume that what you experienced wasn't real or painful. My remarks were made in the general sense and upon the impressions I first received when I first found this site.
Every organization has its "bad apples" and it appears that you have found one of them. Your loss must be palpable and disheartening. All you can take from this now is the experience and the knowledge you gained and apply it to your future.
I wish you well JAS and thank you for your response.
In response to Someonenew, JAS, whathuh and all the other commentors:
It's true not all communities are alike. Some are good, some are bad. Some have good managers & co-managers and STAFF who actually care about the residents and the successful running of the community.
Some folks who have commented here have had good experiences -- for a while. It just seems that so much of the time that good experience changes -- for a variety of reasons listed here: Bad management, changing business climate, regional & corporate directives, unrequested and requested moves and so on (and sometimes - just crazy BS!).
The part that is hardest to take is when it is bad -- it is really bad. The level of corporate mis-management mistreatment/policies/HR inquiries and directives are such that most intelligent business people in the outside business world are seriously appalled by the sheer inept, unnecessary, unprofessional, awful way things are done. (The residents will tell you how appalled and aghast they are- but most of them are stuck and can't or don't or won't move.)
A while back, the company let go a Corporate Trainer who was the most unbelievablely kindest, most dedicated hard working man and SO many others in their "downsizing" efforts. But it was the way he and the SO many others were treated which makes it so appalling, so hurtful.
It is also true that the further one gets from the "train-wreck" - the better most of us see more clearly and understand God's grace in taking us out of a bad situation which was not going to get better.
BUT - that doesn't negate the WRONG. For me that is what it is -- there are just some things that are wrong and need to be changed, righted - something.
Just as there are "wrongs" going on all over the world that need to be "righted". For those of us former HRC employees -- the things we saw and lived through are "wrongs" that need to be "righted".
The sheer fact that so many of us have experienced these "wrongs" says -- they are not just isolated incidents -- that there are ongoing pervasive situations within the company which play out in people's lives, our lives.
I am glad you are looking at this as a ministry. That is the way most of us survived for so long before we were forced to move on.
Keep us posted on how it goes with you.
I wish you & yours the best!
Reading all the comments on the blog makes me say: The reason Fortress and Holiday are suffering from low census is because of these main reasons --- 1) The cost of the apartments has jumped 2) many buildings are accepting non-independent residents and this is created a nursing home environment 3) the quality of food has declined 4) activity director hours have been cut 5)there is no emphasis on "holiday touch" any longer. I recently had an acquaintance with a 90-year old man in Florida who is in assisted living. He paid $470,000 for his unit(his estate gets 75% back when he died)and pays $5000 a month in rent. I asked him if he likes the place and his answer was " the food is great..we get 3 wonderful meals each day and... if I don't like the featured item they cook me one of my favorites". CASE CLOSED --- Make the resident happy and you can fill a building. We work for Holiday for about 4 years in 4 buildings that were 100% or near 100% occupancy. Now one of them is 60%...another is 85%...a third is 82% and i think the fourth is 70%. It seems like the bottom line attitude now is : If they are breathing and have a checkbook--move them in. We both loved working with the residents and staff in all 4 buildings. The Regional Director for the first 3 years was outstanding. He was promoted thru-the-ranks...He was a manager first. The last year we had a Blue-Light-Special...Total turnaround and we left the company. Good luck everyone working as a manager or co-manager. Things won't change until the company philosophy changes. I have heard about the new manager system going into effect and my comment is :
You better have outstanding cookies and you better not call the same D.I's every week.
Hey Whathuh -
You forgot to mention plunging a toilet right at 12 o'clock noon and then rushing back to the dining room to pour coffee. Now that's the Holiday touch!
We will be leaving this week or next (we are cos). How do you tell the residents? Any ideas?
My old regional that got fired after 7plus years from training a new blood said 2=3 days because we would go through hell because they would be sad and alot of confusion
If I may - are you leaving as a transfer or as a resignation with notice? If a transfer the managers usually make a public relations announcement to the residents (usually at the noon meal) where they glow about how wonderful you are and how much they will miss you, etc. etc. Then you hug all the residents and everyone sheds tears.
If you are resigning be very careful what you say to the residents so you do not cross with what your managers are telling them. When we gave our notice of resignation we quietly let selected residents know we were leaving and the reasons. We were possibly more fortunate than most in that the company gave us an extra two weeks pay even though we were no longer on site.
I'm thinking of joining this company as a marketer for a large community, I'm concerned after reading some of this info, is it really possible to make commission for move ins? PLEASE someone give some advice!!
Yeah...run screaming!
Anabelle, my advice, get EVERYTHING in writting that they promise you, take NO ONE's word for granted, watch your back and CYA (cover your a##). Good luck you'll need it !
Marketing any senior living situation can be the hardest and the easiest job you can find. In general it us good to get 3 things up front.
1. Always get the offer in writing. Including bonuses and get it signed by somone. I've seen too many people burned by different management companies because the sales person had a hand-shake agreement with a regional that never got to payroll.
2. Get your regional to cough up what success looks like, what is exptected. If they want 5 move-ins a month then run away. If they want you to do X# of calls and X# of visits etc. then find out what else you are doing on the job. For example you can't make calls if you are driving the bus.
3. Finally get a clear idea of who is your report. If the regional hires you, then you show up with the regional on the first day and figure out how to work with the managers together. If you are hired by the managers or an adminstrator
Allow me to share a little humor with you.
When I decided to go back to work I considered several options - Home Depot, K-Mart, Wal-Mart, etc. I decided I did not wish to get back into a Holiday situation at all. Although I am a reasonably successful novelist/writer I have never hit the best seller list so I haven't made that elusive millions from one book, which would allow me to live extravagantly.
I admit to a predisposed slant about becoming a "Blue Light Special" and being chastised on here. What I decided to go for was a simple hourly job as a part-time worker. My wife and I have to be cautious about our yearly gross incomes because of limitations on our old age social security. Either we must earn enough to forego the social security or follow their rules. We also made a decision we wanted to leave our jobs each day and "go home".
I chose to work for Wal-Mart -- and was hired in Maintenance. I work an average of thirty two hours per week for a decent pay, which gives me lots of free time for pursuing my writings, building our new business, and other projects. My wife went to work for a marketing company, at a great rate of pay, which allows her to continue working with people, but a lot less work hours than Holiday.
Being me, I decided to do the same thing as this blog - so I went up the chain-of-command with Wal-Mart first - and now write about it. http://www.workingold.com
But guess what? I enjoy being low person on the totem pole for awhile. Writing is my second love - my wife is my first. When, and if, we retire again I hope it will take next time. I recently turned down an offer to do another Holiday type endeavor simply because I am now too old to work those hours anymore.
We presently live in Georgia, about two hours from the Gulf of Mexico (Florida side) and four hours from the ocean. It takes me about seven minutes to get to work although we live outside the city limits. Life is good again!
please do!!
We loved working for Wal Mart for 2 years before Holiday, wish we never would of left it and our home for Holiday. I dont understand why all the bad things are said about the company. I was a customer service manager and my husband was a tire lube express service manager
Where did you turn down the job? Anything for someone else, we are seriously looking.
I have been reading all of these messages and it does not seem to get any better.
Some real close friends were kicked out last week after nearly 8 years as managers in the same building. New RD had it in for them and he won. New managers are only 3 months with the company. What a shame.
Charles anything about a possible law suit?
Achmed:
Last word I had it appeared to be initiated, but have heard nothing since..
who was that that got fired? might have known them.
Who is ResCare? They have just opened an office in our building.
Why don't you go over there and ask them? If you are the manager of your building then it is your duty to find out who comes and goes in and out of your building.
From the name you shared with us, it seems like it is a Resident Care company, don't you think?
OMG who let the dogs out ha ha
Dont the managers manage who is in their bldg?
Looks like they are more oriented to supporting the disabled than having any geriatric orientation. There is a definite Job Corps link.
Presence in all but a dozen states.
http://www.rescare.com/
We had a voter registration station set up at our facility a few years ago for the seniors, I wonder if it was ACORN?
how can they set up an office in your building if you don't know who they are?
Don't know, the Managers set it up, we were just uninformed co's.
I should think anything not on the up-and-up would have raised the dander of even the most moderately politically astute resident.
As a "lifelong" member of the . . . party I got on the local committee shortly after our arrival. I was approached about having a registration day wherein the Board of Elections would have four people show up - two from each of the major parties.
It worked out very well for everyone. with a minimum of bloodshed. Both parties scored some new enrollees and all the residents thought it was great.
I am just a resident seeking information.
I provided a link to the ResCare web site in my post above. Given the services they say they provide, I cannot even guess why they are in your building. Initially, I was thinking it might have been an in-home rehabilitation firm such as the one we introduced in our building. The benefit for the residents [and for us] was that, following surgery, most residents would be able to avoid having to move "temporarily" to any of the local money-hungry rehab facilities. In our area, many of these outfits were notorious for hanging onto patients for extended periods until there was another post-operative patient available so as to keep all their beds full.
With regional approval, we rented a small studio to the agency for a very nominal fee to start, knowing intuitively that residents would likely recover more quickly "at home" and we could avoid administrative headaches involved in extended rental refunds etc.
Ours was the first facility to try it out and it has since expanded to others in the region. All services they provided were covered fully by Medicare.
Last I heard it was working very well for everyone.
Incidentally, Pericles, never call your self "just a resident". You are the very lifeblood of Holiday Retirement and, as I've said many times, the most valuable marketing asset HRC has. Problem is many of "the new suits", it seems, are oblivious to that truth.
O apologize to you Pericles, I thought you were a manager or co-manager. I keep forgetting that residents, such as your self, read this blog as well. I 100% agree with NotMyRealName, you are the lifeblood of the building.
I suggest to ask the managers of the building who this company is and what they are doing in the building and what benefits it will have for the residents.
You have the right to know as it is "YOUR" home they established themselves in.
I fail to understand why the managers did not make an announcement to the residents about this company and why they are in the building.
Again Pericles, my apologies.
Pericles:
"Just a resident" -- you, and all the other residents, are the sole reason Holiday is able to exist, or ever did exist. I can't begin to tell you how many many times we used to tell our residents "We Work For YOU!". When all of the things were going down in our community that I have written about we would tell the residents over and over "We work for YOU - YOU are our bosses - we are here to serve YOU!"
And a miracle of sorts happened - the residents banded together and contacted corporate - and things happened quickly. They banded together because they realized they had a power of their own which corporate would listen to. They (the residents) had the control of the MONEY! Corporate listens to the clink of the coins - it draws their attention like a moth to a flame.
We have no regrets - the residents became a part of our lives and will always be a part of our hearts. Nothing can alter this. Anytime you start to feel you are "just a resident" remember how many people depend upon you for their paycheck. Then consider the ripple effect of that paycheck - and it is because of you and all the other residents. The big bucks Jack R. Callison, Jr. gets as CEO of Holiday is because of you. His words may not prove up, and his actions so far certainly haven't, but he depends on you for his wages, just like the dishwasher does. YOU have control of his paycheck. YOU can demand your money's worth. And the same with the District Managers, Regional Managers, Managers, Co-Managers, and everyone else who works for Holiday. You, as a resident, have the power and the authority to make change happen.
"Just a resident" - I don't believe so!
Very, very well written Charles.
I know this comes from the bottom of your heart as well as from many previous and current manager and co-managers.
It is the resident(s) who can make or break a building and also the resident(s) who can make or break a manager and/or co-manager of any other staff member in the building.
The residents are why a lot of us stay there so long. They become our family, our life and when we lose one it hurts. We lost 4 within a week and I felt drained, my eyes were puffy for days. When we worked along period of days straight, you would not believe how many came to us and said, What can we do to help you. When they found out we were leaving (Told it would be best if we stayed out of the common areas per RD) They came to our door, and put cards under our doors and even a lot of them E-mail us still today. I lost apart of my family and that still sets heavy in my heart. We leave because the Holiday Touch and respect at FIG has been put file 13.
FYI, look up the agent for an individual property through the county property assessor records. All civil matters should be addressed directly to an agent of the corporation...in case your wondering.
Apologies accepted, comments appreciated. Checked out ResCareHomeCare website, "Googled" ResCareHomeCare, had discussion with ResCareHomeCare Site Supervisor here at ...............
The information acquired does not make me a happy Camper
Would you care to share with the rest of all of us what kind of information you were given that did not make you a happy Camper?
Is this property mangement postion still open?
Thanks,
Iroquois
My wife and I are in the interview process with Holiday. After visiting this site, I am sure we need to think real hard about moving forward.
Iroquois:
Good name, by the way.
More important is to ask the pertinent questions. Read the fine print and ask questions. If you read all of the comments on this site you will know which questions to ask.
Achmed,
ResCareHomeCare made a verbal presentation at the monthly Residents Meeting but did not provide any printed information od brochure. They can only provide an in-house service for residents who are returning from th hospital and request this service. There will be no change in the present group of caregivers.As of October 6th the census count in this building is 57 with an occupancy rate of 43%. How can any company justify the establishment of an office to serve a clientele of 57 residents who may or may not request their service. However, ResCareHomeCare can offer their service to persons living in the surrounding area using this office in the Holiday Retirement Community to make contact with prospective users of their service. Tere is no way that this benefits the residents who resides in this Community. What is the reason for this alliance between Holiday and ResCareHomeCare?
Money...I suspect Holiday gets a kick back for referring a caregiver to a community resident, and then also pays a bonus when a caregiver recommends the facility to the patient or their family when the patient moves in.
I would love to share these videos with everyone, I will attempt to provide the link, but if it doesn't work, you can find them on YouTube, under the channel RiverstoneCommunity. These videos of Riverstone along with the resident testimonials were filmed and edited by a resident of Riverstone, Clarence with the help of his grandson Brian. Clarence loves his home so much he wants to share it with the world. Any way if you go to www.youtube.com/user/RiverstoneCommunity#p/u/1/IAf6-YEaYUU you will see where the touch has moved to.
Jerry:
In a word -- Excellent!
I watched all three videos several times, looking for the little "giveaways". I am most impressed, sir! The background details are extremely revealing in a positive manner. For a building open about one year the normal 'laziness' isn't there - it literally sparkles.
Watch the competition steal this idea from you guys very very quickly. Did the grandson do all three? Residents doing a YouTube can speak volumes. I am curious regarding the managers doing so. The company had to have given permission since the managers represent RLC. Did the company produce the manager version?
The highest accolade I can offer after watching the videos is to say - Put us down as future employees and/or future residents when you build in Florida or Georgia (somewhere it isn't cold).
DL,
I was holding a marketing director meeting at Riverstone back in early September. While I was there I was approached by a resident, Clarence, with this idea. He told me that he had produced many videos in his career and felt strongly about producing a video for Riverstone. I, of course was on board with the idea, at RLC we choose to indulge our residents and to do everything we can to make them happy. This request was easy, it cost RLC exactly 0 dollars and minimal input from "upper" management, all three videos were produced by Clarence and his grandson Brian. Brian will be editing the three videos together for use on our website and other promotionals. The managers testimonial was of their own volition, we did not provide any scripts or blocking at all. Ron and Annette, the managers at Riverstone are exceptional people, who not only love what they do, they love who they do it for- their residents! The competition can steal our ideas all they want, but they can't steal our love, dedication and conviction to our mission. We will never lose to a competitor based on heart, that is a promise! I am honored that you would consider us for your future and I hope to bring our mission to a "warmer" are very soon.At RLC the touch is not a marketing slogan, it is a practice.
Take Care.
Jerry, let me express something to you - and it comes from a lifetime of experience.
If it is, or was, possible for Bill Colson's vision of THE TOUCH to be passed forward, you have admirably picked up the torch. Listening to "Clarence" as he speaks one is enhanced by his conviction. I had to chuckle as he spoke of the good meals and made a reference to the place he was before.
Researching the background on Bill Colson I came to realize what I consider to be a prime difference in his concept versus what Holiday has become. When Colson owned the company he was willing to forego profit when necessary (especially in the early days) in order to keep his vision alive. He put money back into the business when needed to assure the residents were cared for.
When the business became a consortium-investor-owned it changed to the "profit-above-all" concept in order for the investors to capitalize. Investors are disembodied, and usually disinterested, 'tinkerers' who care nothing about a so-called concept or vision. Profit keeps the investors aboard and they do not want to hear about putting money back into something at the risk of losing the profit. What I see in you (and RLC) is a company which will grow rapidly simply because of the willingness to live the concept. This willingness creates its own growth - Clarence is a perfect example.
Jerry, we have never physically met - and probably never will - but such is not a requirement of friendship. We are friends, and I say it with pride. dlcharles
DL
I do believe that we are kindred spirits, and I think we will meet one day. As far as the touch, I know that there are still a lot of true believers in the practice out there. There are a lot of managers and co managers, chefs, regionals, enrichment coordinators that practice the touch everyday. They are simply following the guiding principle of the touch, aka, the golden rule. In my time with Bill Colson it is my observation that he lived his life with that principle in mind.Those guiding principles cannot be taught, they are not hereditary, but if a person possesses even a little bit of it, it can be nurtured to the surface, and that is how it was emphasized at the former HRC. I will also say Bill was an astute businessman, he was not averse to profit, but it was how he deployed that profit that makes the difference. DL, I wish I could wave a magic wand and have RLC communities for all of those true believers to call home, but it is a slow process right now. I believe it will speed up soon and we will grow RLC, our concept is solid, our intentions are pure and our mission is righteous.
Jerry any openings in KC yet?
Anon
Nothing in KC right now, I do have a marketing director position open in Wichita KS.Anyone interested can email me jflentje@rlcommunities.com
Glad to see Jerry still has a good idea or two.
You spent more time with Bill than I did. But it always seemed to me that the Holiday way was a little more expensive than the regular way of doing business: hiring chefs as opposed to cooks; having a department to support activity directors as opposed to just letting them fend for themselves; having wider halls with windows at the ends and nice furnature as opposed to closed in settings and ugly naked corridors, etc. And, priced in a way that regular retired wage earners can afford. Because people receive good value for their money, they'd move in. And the more expensive model would pay for itself because of higher overall occupancy.
Now it seems in terms of Holiday and some other companies that they maximize profit by cutting expenses...which leads to lower occupancy. I saw it over and over again as Sunwest took over independant living communties. I charted it and passed it up to the chain to be deep sixed somewhere around Jon's office.
The Touch is unique to Holiday though, I always thought Bill saw it as a moral imperative to operate the business the way he did. And it, I think, is why we still care and actually have a blog where we vent about how horribly wrong things have gone. There is no Harbor Freight Tools or Sunwest or just about any other company alum blog/facebook page. At least not one that look slike this.
Strangly, I feel the idea of "the touch" in serving others we complete ourselves in a way, and when we are not able to do that, or it is taken away, we are a little bit wounded, we bleed a little, we arn't quite who we were anymore, but perhaps something a little less.
MRCJ,
I couldn't agree more with you about The Touch and how it has to be a part of your life, not just a marketing slogan.
And yes, I still come up with a good promotion or two, but the tried and true Grass Roots always work. Here at RLC we are having success in growing occupancy, our same store sales year over year are up 8%, and company occupancy overall including lease up is up 16%. The biggest thing we have done in this economy, is to actually increase our services, which has increased our costs, but as you say, the increase in occupancy justifies those improvements. There are those in the industry that blame the economy for occupancy losses, but that is just an excuse and a convenient way to CYA. My group has taken a vow of non-participation in the recession, and thus our closing ratios are at all time highs- amazing what being 100% positive 100% of the time can do for you!
Take care my friend.
I agree with you MRCJ. And while you and I and Jerry worked at the Home Office, with less frequent contact with residents, it continues to amaze me just how much that experience changed my life. We saw decisions being made by an owner (and his partners) that were good business decisions, but more than that, they were good people decisions. "Is it good for the resident?" was a mantra that I can still remember hearing. I think about that as I read the postings on this blog. When Wall Street took over Holiday, the whole mindset of greed came with it. The same greed we read about regarding big time bonuses, corruption, and a complete lack of ethics and compassion is what can be seen at the top of the Holiday Food Chain. I wonder what kind of bonus the new Pres Jack is getting this year??? Even though occupancy is in the toilet.
Anyone know where census is at these days? I haven't seen any recent comments on the status of Holiday Retirement's census. I think the pundits are predicting that the recession will most probably be over and looking in a more positive direction towards the the 1st Quarter on 2010. It will be interesting what happens at Holiday when the "Brass" can no longer use the economy for the failing census....
The illustrious bosses/owners and too be sure, ultimately the direction of the company --leading by example--you have got to check this out! ...revealing.
http://www.vanityfair.com/politics/features/2009/04/fortress-group200904
Very unfortunate that the managers who actually care about the residents at Holiday Retirement are forced out.
I do have an abiding faith in the statement that "what you sow, ye shall surely reap".
At least I can sleep at night knowing that I spoke the truth and tried to do the right thing. I can look at myself in the mirror and hold my head high.
One must remember these guys run a business based on MONEY, while an HRC management team runs their facility based on the "Touch".
Never should the latter stand between the former and the money, lest you will get steamrolled!!!
This is the Golden Rule, those with the gold make the rules and you ain't got no gold!
Has anyone seen this???
http://www.sgvtribune.com/ci_13626852
Does this come as a surprise to anyone. It reminds me of the Community in Florida with holes in the hallway floor that instead of being repaired, have been covered with furniture.
that is a very compassionate response from Kelli Gassbag, really illustrates the caliber of people hired by Holiday lately. To the residents of Holiday communities- MOVE OUT NOW! You can do it, there are too many nice places out there, you are not prisoners, you are not stuck there.
This demonstrates the mentality at Holiday right now. If this is the new attitute then people with wheelchairs & walkers should only be allowed on the first floor. I agreee with WOW.
MOVE OUT NOW before you:
1) Get stuck with no elevator
2) The food makes you sick
3) They shut the electric off
4) There is no water
5) The fire alarms don't work
and who knows what else.
I have friends working in a building that have criminals working in the kitchen. They have hired kitchen help with felony backgrounds.
Real safe.
Gracious Retirement Living.
This is just beyond believe that anyone just don’t care for the residents anymore.
To me this is criminal and then to say they have choices. They choose to live here.
This would never have happened under the old Holiday regime.
I also agree with wow….people really need to start looking as to how Holiday Retirement cares about their residents in all buildings.
UNBELIEVEABLE!!!!!!!!!!!!!!!!!!
While many of the residents have the means to easily relocate, some don't and are therefore subject to the conditions of the facility and management. When I was a "co" I made a list of other retirement facilities in my local area with addresses and phone numbers. When people came in for a tour, I would ask if they had checked out our competition, and if they answered No, I gave them my list and insisted they contact and tour other facilities and compare us to the competition before deciding. I told the prospective resident/family that I receive no commission for move-ins, so felt no reason to lie to them or make promises I know couldn't be kept. If any facility believes so strongly that they can provide the best services for the price, they should have no problem telling people who the competition is and let them decide for themselves! I'll never regret trying to help those families make an informed decision before committing to Holiday!
I bet if you did that at todays Holiday you would be fired on the spot! Anyone out there go to the big meeting this week in Denver? Any insights or major shake ups coming?
HAS ANYONE HEARD ANY DETAILS FROM THE DENVER MEETING LAST WEEK ?
I see there are 2 Anonymous
Why is it everytime someone asks a question regarding occupancy, meetings, etc there is zero response? Stockholm syndrome perhaps?
I hear that every District Manager will now have a HR person. Apparently there have been so many complaints about harassment from co-managers that the company has decided to expand the HR staff. The one of two people they have in Salem just can't handle everything.
The HR department has never been able to handle everything. There is too much crap that goes on. For 10,000 employees, 2, 4, 6 or even 8 people cant handle it all.
why is Holiday advertising for a "training designer" to develop training materials for the company after letting Rob Bell and Denny Nutter go? Does that make sense to anybody? They had very fine training personnel in place. I find it funny that no where in the job listing does at state that senior living experience is a plus!?!
nancy hewitt left and that is to replace her. Of course, she never did any training. Hmm..Now the Training dept is down to two people. Must have a great leader....
Rob & denny will be replaced with people that will rewrite the Holiday Touch with The Fortress Touch. They need to rid the communities of caring people and replace them with bottom line money driven people! I have heard nothing new from the Denver meeting.Same old FILL THE BUILDING stuff.
The monthly activity calendar now lists the Marketing Team {that we have had for the last 8 months) as Community Relations Managers
I am concerned about the way the new Holiday is handling the changing of the guard so to speak. I have seen manager and co mangers come and go and in fear of saying something to the RD who absoluely refuses to meet with the resident here at Golden Oaks. I do not understand the way they believe that a woman who is living here with her booyfriend, has a $3900 unit who does not keep this unit in show place fashion as she said to me I needed to have my unit kept cleaned. I had a freind who came to tour and was told her kind was not going to be accepted. How is the new Holoday working better than the Holiday Bart Colson ran. I need guidance on how I can stop the management team from making me feel that I am the problem when I ask for something here at GO. I am one of many paying for the salary of those who work here. So many changes, I wanted to have my life end peacefully not stressful.
Dear concerned resident,
I have read your posting. I had to think for a couple of days to come up with a good answer to your concerns. The truth of the matter is that residents as well as employees all have choices. As you have read most of these postings, you know that most of the employees who have written messages here care a great deal about the residents. Yes there are some employees who should never been hired but that happens in every company. They hire them and if they don’t work out they get rid of them. My wife and I were employees at Holiday Retirement for 8 years and loved it. 99% of the time we truly enjoyed our passion and were proud to be associated with Holiday Retirement. Yes, we to made mistakes and yes we to had Regional Directors who came from the Kmart culture and hated them as they came in and started to tell you how to run your building when they them selves never even ran any building for a month or so. Most of us were and as you can see still are very upset about that. If any manager, at that time, wanted to become a Regional Director, you better had some close friends in the corporate offices and your Regional Director better be on your side or else you had absolutely NO CHANCE of ever becoming a Regional Director.
When it comes to residents of any building, they to can make things very stressful for the management teams. Some residents take a lot of things for granted and push and push management teams to the absolute limits. Then if the management teams don’t do what the resident(s) want, the resident’s family start complaining to the Corporate Offices and most of the times management teams got fired. I know of stories where a resident physically attacked a manager, manager files a police report against the resident, Regional Director demanded the manager to retract the police report, manager refused, management team got fired yet the resident did not get the blame for it and resident still lives in that building.
The current Holiday Retirement Company under Fortress’s ownership is not what it sued to be as you have read on this blog. So what are residents to do?
We there are many choices out there in the country. There are many retirement companies who would love to have you, as a resident, and who will make you a good deal to move so that you and any other resident still will a “good quality of life” for the remainder of your years.
Obviously, you can stay in the Holiday building and put up with all the stuff that has been written here or make a chance and enjoy life. Ex Holiday managers working with different retirement companies now know how it was and continue to do what they learned under the old Holiday Retirement structure.
My suggestion is: Residents need to go look and “shop” around. We will help you all if you want. Thank you for reading this.
Further to my message to concerned resident:
I want to give you an example, I run a building for a different retirement company and I have approx. 25 apartments open at this time. Don’t you think I would love to have you, or any other resident, to move-in into my building and give you the quality of life you all deserve? Don’t you think I would make you a deal that is cheaper then what you are now paying and make you happier then where you are at right now?
I know I am not the only company out there that feels the same way.
There are many ways to help you making the transition to another building easier for you.
However the choice is yours and yours alone. If you choose to live in an environment that does not care, serve you slob for food and continue to upset you every day, LEAVE.
I made the choice to leave Holiday Retirement and I now work for a company that respects me for who I am and the way I lead my team to enhance the lifestyle of my residents. I am happy with my salary, I am happy with the environment and my residents generally are happy as well. I do not increase the rents by 10% every year either.
My staff (of 40+ people) are dedicated to the well being of all of our residents. We did not cut hours from our Activity Directors or Housekeeping staff. We have a community bus as well as a community car. In our case, the building is not new but it has character and it is well maintained. Revenue obviously is important to be able to continue the quality operation of the building but we are not “raping” the residents out of all their hard earned money that your generation has worked so hard for.
Our company is one of many companies out there that can give you the quality of lfe you deserve without being upset every day.
It is YOUR CHOICE.
Thank you.
My wife and I used to be co-managers. We left the company, because we saw all of what is written about on this blog gradually taking over what the company used to be.
The truth is, there is no stopping the eventual end of Holiday Retirement. The company that runs it is evil. If you don't think so, then do some research on the internet.
My advice: Pray for all the older people who live in these buildings. Pray for them to be safe and protected, because there is nothing else anyone can do to stop this company from going under within the next 8 months.
God bless you all.
Things have certainly changed for the worse since the Colson days...
One big mistake is the hiring of new regional managers. I understand that no one is being promoted from within.
Those are the people that know what is going on. In one region, a former
book store regional manager ( Barnes & Noble) was hired as a Holiday Retirement regional. We wish her good luck, but what about senior apartment management. If Fortress wants to distance itslef from the Holiday people, they are making a huge mistake.
The people that know best are the
ones who have been working in the buildings. The Blue Light Specials brought the company downward. now it seems the regional positions are being filled by book store people. Lets hope they read the right books on how to treat people, providing services and senior apartment management.
Sure census is dropping because of the economy, but another major reason is lack of knowledgeable people running the show.
The best marketing tool is to have good managers, excellent food and fun activities.
Food is probably the main thing. Give the residents 3 good meals a day and they will be happy campers. You can't expect people to pay $2500 to $4500 a month and get bad food. THe one thing that almost 100% of the people do is eat.
When we worked with Holiday we insisted on weekly meetings with the managers, co-managers and Chef to discuss the upcoming weeks menu. If there were
2,3,4 or 5 bad items we replaced them with good comfort food for senior citizens.
I know a former resident who was paying $2400 a month. He moved out into a one bedroom apartment that costs him $800 a month ( utilities included ).
He has $1600 leftover for meals,($53 a day)
He says he is now feeling better and he's happier with food that is good.
He basically spends $6 for breakfast...
$10 for lunch and $15 for supper. Thats $31 a day....on the high side.
He has $22 a day leftover ($660 a month -- $8000 a year)
The present Holiday Retirement needs to
reemphasize the meals. Maybe they should start hiring regional managers who formerly worked for The Olive Garden...Kentucky Fried Chicken or Cracker Barrel.
So sad. I used to work at Home Office from 2000 to 2005. It was a great place to work then. They did alot for their employees and their residents. Too bad it has been going to crap.
Just read this.http://www.glassdoor.com/Reviews/Employee-Review-Holiday-Retirement-RVW202171.htm
For those of you not on the Holiday alumni Facebook page, I am sad to tall you that Donna Ausmus passed away earlier this week. Here is a letter sent to HRC friends and family this week;
November 3, 2009
Friends,
With deep sadness we are writing to inform you of the death yesterday of Donna Ausmus, a woman who helped bring the Holiday Touch to life. Recently Donna had been ill, but her sudden departure from this life was quite unexpected, and is a great loss to all those who knew and loved her.
Donna and Stan Ausmus joined Holiday Retirement in 1983 and became the first managers of the Royal Oak community in Medford, Oregon. Donna's responsibilities and achievements at Holiday grew with the company. Over the years she served as the company's first female Regional Manager, she established the Resident Relations Department, she directed the Activities Department, and she created the Resident Travel program. In many ways Donna and Stan Ausmus played integral roles in the formation and development of the Holiday Retirement independent living lifestyle. Stan directed the Training Department for many years and is recognized as the primary author of Grass Roots. Even after Donna and Stan retired, their services were still in demand and they continued to work part-time for the company, ready to travel wherever their expertise was needed.
Through her compassion and hard work, Donna helped improve the lives of thousands of seniors across North America. For Donna the 'Holiday Touch" was a personal mission, and through her devotion to seniors, she found not only recognition and achievement but also personal fulfillment. As she explained in an interview she gave shortly after her retirement: " I am happiest that I could help give every resident a place to be heard and the knowledge that this Company cares about them." Donna will be greatly missed, but her legacy will live on.
Our deepest sympathies go out to her husband Stan, and to all their extended family.
Bart, Brad, Norm and Pat
Donna will be missed.
She and Stan are/were some of the greatest people on the planet.
Stan and Donna helped us open a new building in Florida and they were a huge help.
They gave us all the info we needed to have a successful opening and we filled the building in 90 days. They provided
us with a bundle of information that made the job smooth.
They are two lovely people and we considered it and honor to have know them for a short period. They are certainly part of why Holiday Retirement was so successful under the Colson reign.
It really doesn't matter what background, whether bookstore manager or Cracker Barrel manager, as long as the the attitude remains that MONEY is the most important thing, the company will suffer!
Love finding and reading this stuff although after reading it we are extremely grateful that we no longer are employed there-- if we were... I wouldn't have had time to read this.
http://www.zerohedge.com/article/fortress-ashamed-director-howie-rubins-tickets-forgotten-drawer-experience
Unbelivebale !!!
Fortress has hired a CEO that ran another company into the ground ? Add this to the KMart Regional Managers and you'll know why the company is suffering.
KMart went under...Fanny Mae went under ...what is next ?
You do not improve things with people who have documented poor backgrounds.
AS JerryF said in a previous posting, his company is expanding services. Holiday is cutting them.
According to the census figures I've heard, this is probably the worst year Holiday has ever had.
If they want to get things back on track...1) improve the food 2) get rid of the bad RM 3) get rid of the dictator managers 4) hire back some of the good managers/ co-managers who helped the company achieve success during the Colson days.
An additional and ironic note, you really begin to wonder why Holiday/Fortress would even care if employees and former employees write or comment negatively about the company after reading about all the self-inflicted stuff the management of Holiday/Fortress do to cast themselves and the company in such a negative light???
I am truly quite puzzled here.
A once prosperous company made a fair profit by putting people and service first. It proved itself for many years and became a blueprint for others to follow. The company sells to a consortium of investors apparently tunnel visioned into a 'profit first-profit last-profit at all costs' mentality.
The results are obvious, yet the new owners continue to construct fallacy upon fallacy while others are getting their residents. I am confused because my mind frame can't come to grips with such stupidity. Common sense would suggest "if it ain't broke - don't fix it".
Take any Holiday/Fortress building, put in a set of managers and co-managers who have The Touch, then let them do their job as it should be done - and leave them alone unless they need help, but maintain a solid support structure. Remove all of the add-ons (i.e. external hot shots) who are not doing their jobs and you will have a building filled with happy residents and staff while staying on budget, ergo a profit maker.
Again, I am confused because it isn't being done. But why isn't it? To date Jack R. Callison Jr. (in my opinion) has proven himself to be nothing more than a pencil pusher 'raider' mentality. Fortress appears to be girding itself with prime losers from other organizations who also appear clueless about dealing with actual people instead of crunching non-existent numbers. Harsh words, perhaps, but I can see no other way to phrase it. The more research done on the direction Fortress/Holiday is going the more a clarity takes form.
I will offer a challenge to Fortress!
Let me pick my own team and give me a low census region. My team will include former and present members whom I trust for their expertise - the region is immaterial even with the economy the way it is. The team would be named "Community Adviser Team" or "CAT". Allow us one year to prove up, with a clear budget account, and stand back while we get to work. At the end of, and during, the allowed time there will be a pleasing profit for the company and contented residents. Pay the team scale equal plus earned bonus. My personal charge/salary is nominal, two thousand per month for me with company paying expenses of travel, etc. - and no bonus or stock options for me. Set all figures and expectations up front then adhere to them. Can it be done? It most certainly can.
Will my offer be considered - NOPE! It won't simply because the company doesn't want something like this to happen.
I agree!
My Wife and I have recently applied for positions as co-managers in CA. Now that I've been reading this blog, I am becoming increasingly convinced that we're not interested in Holiday. I agree with you totally about slashing 'upper' Management, empowering Managers and co-Managers and growing the business based on a superior product. Retaining residents and employees are key to a business, not alienating everyone for a short term profit.
I'll be sending a note to my recruiter advising him of my concerns, I'll post it here, for what it's worth.
Thanks, Charlie. We all would most definitely look forward to your posting. I would make a suggestion, sir - go for it as to the co-manager position. Learn the process, study the rules, and stretch yourselves. It is rewarding in its own way.
Right on Charles...
We worked in abuilding that was 100% for
the 1 year we were there. It was 100% before us. Now, after 2 years it has 25 openings. Why ? Because of no marketing for almost 2 years the managers and a turnover of 5 co-managers in that 2 year period. Marketing doesn't happen overnight unless you are giving away something free.
Food has to be the numver 1 item.
Make sure you are serving the right meals. I was told one building last week had spaghetti & meatballs. Everyone was looking forward to it, but the tomato sauce had too much pepper and everyone complained.
Community Relations Representative Kansas City on career builder for Holiday Retirement posted yesterday!!! Must maintain 4 move ins a month da da Check out the ad
You left out the link: http://www.careerbuilder.com/JobSeeker/Jobs/JobDetails.aspx?IPath=ILKGTV&ff=21&APath=2.31.0.0.0&job_did=J8F35K5YJWYDX61RTC8
New Position Title? http://holidaytouch.jobinfo.com/public/description.lasso?adid=21296
Did anyone read this carefully?
This is the beginning of the changes in which the onsite community management teams will be phased out.
Please read it and let us know if that is what you read or understand as well.
Perhaps I am reading it wrong.
It is interesting that this job as well as 3 more at the following link, are not advertised on the Holiday corporate web site--they are partnering with a recruiting firm--Is this a deliberate attempt to keep people in the dark? I think Achmed may, it sure looks like a different strategy on management. Check it out: http://holidaytouch.jobinfo.com/public/index.lasso?
To me it looks like another level of bureaucracy. They are also hiring a Sales Director and Assistant Sales director and a bunch more people for the marketing department. Looks like they are simply throwing people at the problem.
To them, the answer to falling census is to add more oversight…at least that is how it appears to me.
Click on the site and read down to 'More About Your Role': You will get two, (repeat, TWO) whole weeks of "formalized classroom training to fully prepare you" - and they tout 'compassionate leadership". Did I miss something here?
As I read the page I had to fight the almost overwhelming urge to rush out and apply. Wait a second, wasn't that the same meaningless garble we heard before? Good try, Mr. Callison - "It no gonna work this time too". Unfortunately, there is a truism: You can't teach what you don't know.
I love this, more customers coming my way. If there is anyone out there looking for a real sales and marketing position at a real retirement community, I have a position opening in Omaha, NE, contact me at jflentje@rlcommunities.com
LOL Jerry F.: If Holiday continues along this path there will be so many residents leaving it will be like a stampede.
I am wondering how it will work. The way people are shuffled around with sudden transfers is viable only because of the 'on premises living' factor. A "GM" not living on premises who must get out of a apartment/housing rental agreement, move to another location and find new housing on the spur of the moment, is up that well known tributary without the proverbial paddle.
You know, I started this blog in order to bring awareness to the seniors out there (and to Holiday itself) about what was going on. At the time of initiation I had no idea how far Fortress/Holiday would deviate from the original Colson concept, only that it was happening. What has transpired in such a short time is unbelievable from what it used to be. I read the comments where it is stated someone considers their job at Holiday as a "ministry-of-sorts" and I wonder. A "ministry" does not alleviate the lack of respect and manner of treatment being afforded residents and staff. It does, however, give validity in a way for those putting up with the corporate restructure. One can shove a lot of dirt down the throat of another as long as that other holds to a "ministerial belief". Throughout history this has been proven over and over.
i was at a conference in salem in 06,when i heard a comment by a woman to that effect,she was working at holiday for god and bill colson!!.on a side note,i was shocked when i read here that denny nutter was let go-truly one of the nicest people i ever met.
is that other guy there still in training-tom fisher i think??
think he is gone too
Tom retired. Rob Bell and Terrie Andrews were sent packing at the same time as Denny. All are doing well...
Can I work remotely from Sisters??
I recall at one time, the home office supplied our facility with "customer comment" cards that were meant to be placed in a common area for residents to respond to how the facility was being operated, food, housekeeping, maintenance, activities, etc. Our Blue-Light regional manager came in one day and trashed those comment cards!!! Obviously, the resident's concerns were nothing this RM wanted to deal with. This was an opportunity for improvement, but if it cost $$$, the answer was always NO!
It was a requirement by our regional manager ( 3 years ago) to have the comment cards in the front atrium.
Just before we left Holiday 1 1/2 years ago we had 12 residents send in cards praising our work and customer relations. When we asked about the cards our BLS RM he said nothing was received in Salem and asked us why we orchestrated the mail-in. We told him --"the residents are the one who organized it...not us". We gave him names of 4 people we know send in cards and told him to question those folks. He never did.
From that day on I think Mr. BLS was against us. We quit soon afterwards telling him to "Take This Job and Shove iT". On our last day of work we politely told the residents during lunch --- "we have decided to move on...we love everyone of you..you are all our gramma's and grandpas...and we will never forget your kindness, friendliness and love...my wife and I hope our paths will cross again in the future".
6 months after we left we happened to be in the area of that building and stopped in to say hello --- The new managers told us we were not welcomed and could not come into the building.
We called one of the residents we had stayed in contact with and she passed the word we were outside in our car. Nearly 4 dozen residents came outside to say hi. The managers came outside to tell the residents that we could not be on the property. One outspoken lady yelled ---'if you don't let us talk to these people I will organize an effort to have every person here give their 30 day notice to vacate before 5pm today".
By the way -- 6 residents signed their 30 day notice within 2 weeks of our visit.
If we are as mean and non-compassionate as the current Holiday management, we'd probably plan a visit to this property every month...
We are not that type.
It is all so sad at what is going on the last year of so since FIG has taken over.
I think all old managment staff members should pull whatever money we all can and buy up Holiday. I am convinced FIG would sell it in a heartbeat. They have no clue how to treat residents or staff members.
Residents are the heart and soul of the buildings and staff members are there to ensure that all goes smoothly.
The potential is there.
ANY TAKERS?
Did someone suggest an ESOP (Employee Stock Ownership Plan)? ... well if desperate enough, FIG might look at it. However, they will carve out the most profitable and geographically practical Holiday communities and fold them into Brookdale's heap in order to get the most bang for their bucks. All of these shrewd, savvy and arrogant big money guys are waiting for us baby boomers to fill up these retirement homes so they can cash in, but the irony of it all is that they are the very same rogues that have decimated our savings due their risky an unethical market ventures, machinations and extreme malfeasance... so for the interim hold that thought on an ESOP it might take a while to come together. Moreover, I assure you if there ever comes a day that an ESOP of this nature is formed it will truly be a powerful and magical dynamic that will cohesively mow down obstacles and fill communities because it will be a well-invested win-win for all involved. Heart and desire will transcend the current dehumanization and brow-beating.
i have no doubt that achmed has the right idea and the next guy has it all figured out that they would gut the company first. it would be great if those interested build their own properties next door or across the steet from them and i do believe at that juncture they would never be the competition and the new company could run 100% all the time. They would then have what they wanted all the time, "not the business, but the real estate".
Thank God is all I can say.... that I found this blog before applying for a co-manager position. I was so excited when I read the job description, but I didn't feel the same after I read the blog. WOW... I'm glad we didn't sell everything we own to move into a "luxury" apartment and give every single waking moment of our life to our job.
I must agree with you. You give a lot more than 'every single waking moment' to Holiday - you also give those sleeping moments when you are on call.
is it legal to not be able to get time off unless you can find another manager to cover for you? This only allows you to take off a day or two at a time- never a week. Plus if we comp hours with our cos and work double shifts we still have to take vacation days. Is any of this legal?
Did it for 4 years. Shouldnt be legal maybe that is why salary employees are EXEMPT? How long have you been with the company? I never got used to it. And as they kept you far away from your family try having a holiday for 2 days, it took me that in travel time there and back.
Oh also when I quit I had 196 hours vacation banked and it WAS paid but they taxed the tax out of it putting it politely. Not worth the paper it was written on and not worth your health not taking any time off. Oh I forgot 1 wedding and a wonderful trip to HAWAII from the old owners that were wonderful.
You never get comp time at Holiday Retirement. You could work 30 days straight with managers or co-managers and all the RM would say is-- take a couple days off.
Holiday Retirement is sinking. I know of a 100% building( 2,3,4,--years ago) that is falling dramatically. 25-30 vacancies now and more to come. It basically is because of the poor managers, bad food and nursing home atmosphere.
After reading this, they may try changing the title, but in the end, I would NOT expect things to change. I liked the "nice" thing, it's what should be done in any customer (resident) relations, but as a staff member, don't think that applies to you!
As I read the ad no where does it mention couples/livingquarters/meals,It looks to me the begining of an offsite manager.BEST OF LUCK
interesting to know exactly how much I am making for 60-90 hours/week. I didn't know it was that much.
nice to know we are not alone. the stories related here are all too familiar to us. this company is rewarding stupid, greedy people, and driving good people out.
oh, good choice of title, too. it's the number one listing on the first page of google search, holiday retirement fortress.
Thank You! It is growing in popularity and doing so because of you and others just like you.
This is the worst company to work for. It is slavery - working mgrs and co-mgrs 80+ hours - I say class action lawsuit
We all appreciate your dedication and minsitry...but..in a church do people pay $2500 to $4000 a month to come to church ?
In a ministry you work for the good of the people and the organization.
The problem with Holiday Retirement now, is you are slave ministers and they reap all the financial benefits. You don't get extra money for overtime...bonues for renting apartments...and even holidays off.
How about working many days straight or
working almost every holiday ---
Good luck
It's great to think of your work as a ministry, but tell me when you work months without help and your body starts shutting down. You can't think straight and your moving slow,you start stressing! Is that fair to the residents and you, your relationship? NO! You need time for yourself and your family. More power to you, if you choose or desire to be a slave to filling the pockets of others.... Best of luck to you and hopefully, your health doesn't begin suffer-- if you don't have your good health, family and friends you don't have much and by working 24\7 --health and relationships will swiftly start to deteriorate.
My husband and i have worked a month without help. By using a common since approach we got through it. We split up the day, one would open and the other would come in right before lunch. The one who opened would go to the apartment after working 8-9 hours, We do not have and did not have a lot of evening/night e calls.
Stress is a part of this job and always will be. If a person panics about everything its counter productive. We complete what we can in a day and delegate responsibility. If one person or couple tries to do it all they will not be successful at this job. We have learned it is important to take quarterly vacations away from the building.
Both my husband and I are college grads. We figure 5-7 years will be devoted to Holiday then we will be on to another chapter of our lives. My husband was a Minister for 19 years before coming to Holiday that was also 24/7.
I think Corp. has a lot to learn about what we do in the field and expectations of being 100% when not considering geographic locations is unreal. If I were in the North and/or East. It would be easier to have a fuller building do to the cold and the snow. Sunny CA is entirely different, Seniors can stay in their homes without worrying about getting out and shoveling snow, getting to the market etc... Filling our building is on an emergency need base. Someone falls and are unable to live on their own. Homes in CA are still not selling and seniors are able to stay in the for the most part till they are near 90 tears old or older.
I am frankly amazed that your concern,is not that you just worked a month straight,but more on marketing concerns.do people not see how this company just uses people,till they have no more to give,and do not care in doing so.i chuckle at the theme here that it was all peaches and cream under the colsons.far from the truth imo
Let's face it, if they would quit raising the market rates so significantly, people wouldn't have sticker shock when you shake there hands goodbye. "The Touch" needs to be applied to their management teams. I have seen so many good people with great intentions flee for their sanity after a few months of service. This is a dysfunctional "family" where you don't talk, don't tell. How many people on this board would actually feel safe enough to tell HO the their concerns???
Something might be worth consideration regarding Fortress, it being a publicly held corporation. I recall numerous articles over the years where a single stockholder would actually show up at the annual stockholder's meeting in order to have their say.
What if we did the same with Fortress? It could be very interesting and newsworthy.
Click on the below link to read the SEC filing of Nov 9, 2009 by Fortress. Informative reading, especially between the lines.
http://biz.yahoo.com/e/091109/fig10-q.html
Charles...This blog is the best for former Holiday employees. It keeps us informed about why we all quit our jobs.
I am sure all of us feel love and compassion for the residents...but we all don't miss the junk from the RM's.
When we 1st started out, our RM was the fairest and honest guy you could ever meet--- his name was Joel Turner. He had to leave Holiday because of an illness. Many of us would still be with the company if Joel was the RM.
By the way, he and his wife were co-managers, managers and then he became regional manager. The right way to do it. If we had good RM's, good managers to work with, and the freedom to provide "The Sincere Touch"... many of us would consider Holiday again.
One other small change. Revamping the manager/co-manager schedule so you could get at least 1 or 2 full weekends off each month. This could be done by hiring a couple part-time to work weekends. I'm sure there would be tons of people looking for part-time jobs.
The problem is you get burned out by working the present schedule. For instanace, most co-managers went to work at 11:30 this morning( Thurs) and they won't get off until Sunday at 7am thats 67 1/2 hours ...when the managers go on duty at 7am Sunday and work until Tuesday at 3:30 thats 56 straight hours.
You talk about burn out...A little permanent relief in that area would make peole feel much better.
Hey DL, can you archive all but the last month? It is getting hard to navigate...
Are you using linear or threaded views?
Wishing everyone a Happy Thanksgiving.Our first Holiday away from Holiday.
It's going to be nice having the day off to spend with our family. WOW holidays off now that is different! Happy Thanksgiving!
Please don't archive yet since these comments have been the only sane correspondence we have read about Holiday. We almost went to work for them and the experiences relayed by both residents and current/former ees brought us to our senses. I don't want that opportunity taken away from others and the material from the last few months should stay available and not archived. Thanks for listening and keep up the conversation.
Isn't this rather satirical? First a request to archive, then a request not to archive.
I regularly check the time it takes to load and read a new comment. So far it still appears fairly rapid, but when it does slow down then I shall archive.
To those still happily working away for Holiday I say, Congratulations - I am thrilled for you that you consider it worthwhile still. Those of us who chose to take back our lives, and those who Holiday abruptly separated, I also congratulate. My wife and I often debate the pros and cons of returning to the business. Although we do miss numerous aspects of the employment we both agree that we would never again attempt to work those hours for such little pay and no respect for us as individuals.
I do find it rather interesting that so far Jack R. callison Jr. (or his minions) have refrained from any input. I am aware that they read what is written on here, and they discuss it, but aren't confident enough in the future of Holiday to stand up for it.
Again, I ask you to realize my wife and I are in a slightly different situation than most. We are senior citizens ourselves. We both receive our Social Security old age pensions, retirement from thirty-plus years working for a major company-- etc. etc. At this stage of our lives we are in a position to go anywhere and do whatever we wish. We both still presently work and we do so because we just cannot be retired. It drives us nuts to not be working! Yes, there are those days when we talk about retiring again - somewhere down the road, but hopefully not for a few more years.
Having stated the above paragraph let me expand a little on it. Those of you who are younger than we are, and are no longer with Holiday, still have excellent options even in these times. If you have two years in a multi-departmental supervisory position check out the retail giants. Wal-Mart is always looking for Assistant Manager trainees and you can apply online, or check out the options at Crossmark.com. The point being when the work day is done after eight hours we leave our jobs and go home to a restful evening. We both hold to the stance that shelter, food, warmth are the primes - everything else is extra. What those "extras" mean, and how important they are, is decided by each individual themselves. You feed the wolf, first and foremost, and the wolf is always hungry.
Would we desire to work again in the same field as we did with Holiday? Now that is a horse of a different color. While we do not consider it in any way a ministry to care for the elderly we do enjoy it immensely. Some of my best story ideas have come from listening to the real life tales of residents.
But there is another scenario at play behind the scenes. Anytime someone like Callison and his pack are brought aboard a company to "streamline it" for the profit margins you can bet there is a restrictive codocil. I would surmise a time frame was given for positive results. Failure to deliver said results has its own price.
The new General manager pilot program has been announced to all communites. It will be one GM runing the building with one couple living on site.They are putting the program in to effect Jan 1 with 6 facilities on the pilot program.It will not work as it is written.The GM will work alone two days while the couple is off.He will use the activity Dir & Buss driver for support (pour coffee etc)They will hire a person to work two nights covering the E-Call etc.The couple will work two schedules 1-6am-4pm the other will come in at 11-8pm,they will be on duty 5 nights,off thursday & Friday.The GM will be there boss full charge all dept.He/She may give them some responciblity ,housekeeping etc.The GM will do community visits marketing etc.Most GM I have known would be out playing golf.I would love to be there when He/She makes their first E-Call and finds blood/poop or what ever.I have never met a GM that would roll up their sleves and plunge a toilet.I don't feel it will work,but it will be interesting!
I can just see it the residents doctor appt ran late and there is no one to pour coffee because the bus driver is supposed to. Just blew the time line.
If this is true here is what the managers schedule might look like:
Sun --- work 7am to 8pm..on call 8pm to 7am
Mon --- work 7am to 8pm..on call 8pm to 7am
Tues -- work 7am to 8pm..on call 8pm to 7am
Wed --- work 7am to 4pm ---
Thurs-- Off
Fri -- Off
Sat --- work 7am to 8pm..on call 8pm to 7am
WORK-- 61 hours
ON CALL ---36 hours on call
Never have a weekend off....
Questions; What happens on Thursday or Friday if a housekeeper or dishwasher calls in sick ...or if there are 1 or 2 servers that call in sick for supper.
Again it sounds like Fortress is forgetting "The Touch". Lesser staff for resident relations and now a General Manager with a 3-piece suit.
The Colson created a good concept that is being ruined. Good luck everyone. I'm glad we left when we did.
After 4 long years we decided to find another job and now we work Mon-Fri..By theway we had Thanksgiving, the day after, Sat & sun off. That would NEVER happen in a Holiday building.
get ready for the new arrangements. Holiday has found a way for 1 set mgrs. to work 120 hours a week. A new GM will run the building. No Co,s.... Managers will now resign at a record rate. Jack has sent out a letter to this event, or should I say new structure. There are 6 communities trying this new concept out now...
Who works at night when the managers are off?
Frontier discussed doing something like this at Royal Oak. I don't know if they followed through with it. It can cut costs and free up another apartment (co-manager's apartment). But there has to be someone on sight for the 2 nights a week that the managers are gone. At another building they had a manager couple and a single night person at the desk all night long. Pure cost cutting, not adding service.
The fortress people have to make changes because what they were doing wasn't working. So...take a system that was not broke until they came along and fix it. I may be a stick in the mud, but I really have a hard time wrapping my head around why someone would want to live in a building and not be the boss. What is the motivation?
Wow, my wife and I got out just in time.
This is not going to work.
1 set of managers loosing their bonus opportunities and being on duty and now having to report to some person that has never worked in a building yet and they think they can train such a person in 2 weeks?
I agree, it will be interesting to see if this GM will clean up the poop/blood or do rental increases, cook if Exec Chef does not show up or serve food when servers don't show up.
Is this GM also going to do the payroll?
OMFG, what a mess Holiday is going to become.
If any of the residents read this blog, please start looking for a new place to live because it is going to be UGLY. If you thought it was bad now, just wait until you see pissed off employees. Excuse the language please?
I am sure that many co-managers and even managers are now starting to look for other jobs immediately.
ATTN: RESIDENTS...I have 25 open apartments and we serve 3 fresh meals a day, we do weekly housekeeping and we have a full time activity director.
If you are interested, please send me an e-mail at: achmed08@yahoo.com
I am a nightcook at a Holiday company in the region of AL?FL and have been so for more then 3 years. I love my job even tho, and ca defintely relate to ya'll. I try to keep out out of most of what I hear because the nice thing about being the night cook is they (the corporate people) treat you like you're a retard anyway. It is interesting to hear all of this stuff coming from other employees past and present. Ever since they cut the monthly newsletter I've been wondering what's going on.
I am a very, very good cook and have been called by many visiting mgrs, co's, and rezzies passing thru the best night cook they've seen. Our food always gets compliments and I've been told our food makes other places 'look like prison food'. We've had our major league Nazis in the past running our place and the ones we have now are of the 'tolerable' variety.
I can totally relate to turnover. In the last several years Ive been in my bldg Ive been thru almost 40 pm dish alone. Our RM is good guy tho and leaves us, the kitchen and housekeepers alone, cause we do so well.
I could make a piss and moan about not getting more weekends but I console myself by saying that if I was back in the restaurant game I would never get weekends anyway.
There are things about the company that drive me crazy but I love my 'folks' and always want to make them happy with their food. The best compliment I am ever given is when I come back from vacation....the residents tell me 'we're so glad you're back'.
Well we have been with the company for about a year and are in our 2nd building. It is not that we wanted to move but we all know when they ask you if you would mind going to go to another building there is not much you can do or say if you like to keep your job.
We both have come to the conclusion that this is not the place for us. We have been running many different companies and by that I mean running them not like with holiday. We look at ourselves in this position as no more than paper shufflers, for everything you do, and someone higher up to ask for approval.
The one thing that we do like is the inter action with the residents and that is what keeps us with the company. We do know that we will be going and we have lost for sure all trust in big companies as this was not that great of a experience for us.
Simple fact that we needed to wait for our $2500 dollar moving bill for over 4 weeks and if you get a bonuses you will be lucky if you see it in 3 to 4 months.
The other thing we find is hard, just like every one else is being able to find a good couple to work with. We had a great thing going on with the first couple and I think it did not work for higher ups as the four of us did not give in to any of the RD's. We where running everything by the grassroots but without asking them for anything. We for sure think it is why we where moved.
The new set we work with is in a total different mind frame and it is hard get along so we just have a good time with the residents till something else comes along.
Hi All Happy Thanksgiving...
I am thankful I no longer work for Holiday Retirement. After almost 3 years (considered veteran status) of service. Of that time my husband and I did several long stretches with no relief 93 days was the longest stretch of time which included a flu epidemic with 50% of the staff out sick. And still no relief or help was sent. There was no comp time allowed we were told not to take extra days off after we finally got co's and we lost 3 holidays many weekends no down time. We were treated as dirt, less than human, and there was definitly no Holiday Touch sent our way. More like the holiday slave train in motion. I am saddened to leave most of our former residents and friends.
Our RM was the catalist and most times the pot stirer of the discord in our community, management teams, and region. He certainly cut the legs off the managers... constantly undermining them... continuously interrupted every sentence and wasn't interested in anything any one of us had to say about any situation. HO did nothing to protect the managers from the RM I think in the 3 years of our servitude our region replaced co-managers at least 2 times per year either voluntarily or involuntarily.
The Holiday philosophy is all talk and no action and Holiday definitely doesn't walk the talk especially to it's employees. Corp. Persons usually were great to work with but there was such a dysfunctional division of the application of the Holiday touch. The Regionals must not have been sent the message that it should be applied to towards all their employees even the salaried managers.
I could list the multitude of injustices, slights, inconsiderations, rotteness but it would take more than the alloted 3000 characters.
I will say I learned much from the experience. The positives came from my former neighbors. I was hearbroken when faced with the tears shed by our leaving. We stayed as long as we emotionally could take. The residents weren't the problem (at least 99% were decent). I feel sorry for the people we helped to move into Holiday. In our last building we saw almost 20% in unoccupied unit market rate increases (in an 18 month period) and approximately 5% rent increases annually on occupied units. This is a tough pill for anyone to swallow but people on fixed incomes it is horrible. To see the worry, fear, and dejection at the facing of moving out. We had people move out due to more rent and less service.
I pray another company competes and does it better. I would love to get involved. I know my husband and I would probably volunteer time to help market a good plan. Especially if it helps to shut down Holiday Retirement.
The company is now sending out newsletters that reflect everyones positive comments on the new structure. I cannot seem to understand why they didn,t log in my comments..... I am as like 13 other Managers I spoke to ,looking for new employment. Even if this new structure does not work they will try something that will be equal or worse. They are using the line {you wanted to spend more time with the residents" Who would have guessed that they would turn you into part of the building . Five days of being on call and two days off . there choosing. Good luck to the ones who cannot get out. I for one feel this is the worst company I have worked for.
I have heard through a reliable source that Holiday is pushing resident rent increases up 8% for 2010. With no COLA for seniors for 2010, 20111,8% rent increases result in a backlash that will cost them occupancy and any goodwill Holiday/Fortress have left.
I have always felt that Holiday's attitude has been that the resident is in a position that they cannot move-out, and will therefore absorb the rent increase regardless of COLA. When money is the priority, to hell with goodwill!
My son found this site and I am happy to voice my thoughts. I have been living in a Holiday facility for 5 years now. Several of us residents have sent in comment cards to Oregon complaining about our lazy inappropriate managers. They will walk over messes on the carpet, make our maint. man do even little things that they could do themselves like changing a light bulb. They will sit on their butts and watch our little activity gal move several tables and stack chairs all by herself, several times a week. If they are short a person in the dining room they don't care, they just sit there, who cares how long these old folks have to wait for their meal. He weighs close to 400 pounds and his wife must be close to 250-300 pounds. They are already retired if you ask us. The male manager sits in the activity room and watches football all day on Sunday. They go to their apartment during meal times and several times during their shift. A lot of times you can go down to the office and nobody is in there. They cuss out loud, and don't say nice things at all about their boss and the gentleman that is the CEO, Jack. They intimidate people because they are so large. The male manager shouts from the office out into the dining room because he is to lazy to get out of his chair. They in NO way represent an image that Holiday wants represented. If your managers are lazy, sloppy and inappropriate there is no way any of us will recommend this building to our friends or family. In fact several of us have gotten together and are currently exploring other retirement homes. Our building is located in West Central Wisconsin and our managers boss is new, another new one, came from Walmart I understand. We have complained to most everyone that would listen and to be honest I wouldn't mind paying a little increase in my rent if this company would listen to our complaints and get rid of these managers. So it appears that I will need to move out of what I thought would be my last home because it is more important to the company to keep managers that are terrible because there is obviously a shortage of managers and they are willing to let residents walk out the door. I am very disgusted. Having been in business my entire adult life I have made many, many friends and acquaintances and I can say with all honesty that I couldn't in good faith recommend this building to anyone. It's very sad.
That sounds like the co's we had once a while back, the server kids at night referred to them as Shrek and Donkey. Don't despair, sir. No one like that lasts for very long. I can guarantee they won't be there long and Ive seen dozens of mgrs and co's come and go in the bldg I work at.
NO--these are the managers not the co-mgrs.!!! These managers have been here for 1 1/2 years and the co's. approx. 9 months. The co's actually work. Complaints filed, letters sent, calls made and nothing has changed! Our building is falling apart one coffee spill spot at a time! They are truly retired already and have no desire to do anything but eat! I foresee our good staff leaving. The real workers of the building!
I could go and go about our complaints, but it is the residents that stuffer from all this. They do not like change at all! They pay for good service and do not get it. When training as co's we were told never to sit with residents never enter act with them. They also made us spy on the employees, we made a promise that we would never be like that when we made managers. As managers we worked with the touch in our heart and the way Bill wanted it,we never asked anyone to do anything that we hadn't done or would not do and I can hold my head up high knowing we tried and did our best to make the residents have want they paid for. They were apart of our life and always will be. We had the touch and showed it to each and everyone.I do miss them, they were the reason we stayed as long as we did.. We worked for the residents and beneath the veil is a monster ripping the TOUCH apart.
Hooray for beneath the veil!
we have so many horror stories especially about the people who we were first assigned to. They didn't even give us the grass roots book nor was it even talked about. I found some other managers old books when cleaning out a closet, that was the first we even were told about. We weren't allowed to use the computer much and definitely were told not to talk to other building managers or the RD. They tried to enforce their "religious believes" as part of the job. I can say we didn't follow their footsteps.
You are right it is the residents that suffer from all of our trials and tribulations. Too much needless suffering.
I know of the managers that you are referring to -- don't you know that the RD and higher use these two as examples of "the most wonderful, ambitious, do good managers" in the district/region? They are always thrown in our faces as managers that manage to do everything correct, get new move ins, listen to every suggestion, etc. According to the higher ups, this is how we are all supposed to work!
everydayisaholiday--your not speaking of our managers (K&C) in West Central Wi. are you? There is no way these two managers could possibly be "the most wonderful, ambitious, do good managers" in the district/region! Because if that is true I am very frightened for everyone that lives here.
Yes, I am speaking of K&C!!! I have heard from many that have worked with them as co-managers that they agree 100% with your description of them. It is kind of scarey at times with this company! Good luck.
Well that is very unfortunate that the higher ups etc. think these two are something to aspire too! In the 5 years I have lived here I have never been talked down to as much, as if I were 2 years old. It's a real shame that their bosses aren't smart enough to see through the endless amount of double-talk with these two. We have indeed gone through several sets of co managers. It's too bad because we have had some real good co managers that would have run this building the way it was meant to be run, with us in mind. For those of you that put in 60-70 hours a week I feel bad for you, you can rest assured those kinds of hours aren't happening in this building. They have managed to pull the wool over the eyes of their superiors. Maybe these managers are in fact smarter than I give them credit for.
Can I ask, did you ever work in my building as a co manager or manager. My guess is that the managers here are not being bragged about anymore to anyone. We are losing people all the time. When I walk down the hall to go downstairs to the dining room it seems there are less names on the doors these days. I know of some who have left and more will be leaving soon including me! I think I have found a place that I will fit into with great joy and high hopes. Even if I pay for my two meals I eat a day it will still be about $870 cheaper.
I believe the company doesn't really care about manager turnover. If they did, the working conditions for the "good ones" would be improved. Now that unemployment is so high they will always have replacements.
As a person who is in the process of interviewing for the new GM position, while doing my research, I came upon this blog and while it was interesting to add the feedback to my points of consideration, I must ponder some more points. For one, what were the co managers working before the Fortress Acquisition? Did your hours increase or your responsibilities? Budgets get cut back? Bonus payouts slow down? The acquisition occurred in 2007, correct? What was the feedback before then? I have not heard anything specific that anyone mentions that is being differently, only the new owners? Was the corporate office not always in the same location with the same number of employees? I cannot help but wonder if the mentality stems from the acquisition being a catalyst for venting of managers that were already frustrated. I by no means am standing up for HRC or excusing poor work environments. I am just trying to get a clear picture from both sides of the fence.
Could this be a case of going against the grain of progress rather that embracing change and making yourselves examples of excellence to become part of a future vision? I cannot imagine why a corporation would intentionally overwork it's associates and "use them up" as I have heard and make bad judgment choices to run their company into the ground for the sake of what? To go out of business? The comments that I have read about people pretty much praying that HRC goes out of business is harsh. Again, I speak as an unbiased individual that has not walked a mile in any of the shoes of the previous or current employees. Having worked for corporations before, I am pretty confident that decisions are made with success as a goal not demise. The new COO has a Hospitality background, so it seems as if they have the right idea.
Think about the 600 managers and 600 co-managers that cannot apply for the new position (new opportunity with a growing company) you are currently seeking. That did not and would not have happened prior to 2007. Is the home office the same size you ask - - - NO! Have there been many positions added to the new line up that have not been open to existing employees? YES! Does anyone really believe there has been no REAL CHANGE in the way the company is operating?
I'm just wondering how the managers that have been with Holiday for more then 5,10 year are going to take to a GM coming in and taking over....
Is the GM going to live on site, wait on tables, clean apartments, cook, wash dishes when someone doesn't show up? It's called TEAM work. Maybe it will work are not, but I do think a lot of managers will walk.It's not that we don't like change. You would have to walk in our shoes to know where we are coming from. It's more then HOSPITALITY to run a Community.
Sir,
1) They have cut the food budget and chefs are required to order lower quality products.
2) They have reduced the Activity Director hours from 40 to 32.
3) There was a 5% increase in rates this year and they are thinking about an 8% raise this year.
4) There is no budget for marketing in each building. You don't even have enough money to buy stamps.
5) The support staff is paid below scale. All supper and weekend meal servers are high or college kids that earn less than $8 an hour...The housekeeping staff also serves breakfast & lunch--their pay is below $10 an hour. All dishwashers in the kitchen are paid below $10 an hour.
FOR GRACIOUS RETIREMENT LIVING YOU GET UNDERPAID WORKERS.
6) Dishwashers, housekeepers and high school servers call in sick regularly and you are short staffed quite often.
7) You really need a good maintenance man ( paid an average of $12 an hour) to keep your repair and maintenance budget in line. There are individual heat/air conditioning units in each room and they breakdown after 5 years use. Your maintenance guy really must know how to fix them because you have no money for replacement.
8) Who shampoos the carpet ? Usually the managers or co-managers. It must be done after 8pm when the dining room is empty.
This is just a few items that you should know about. Make sure you bring a pair of dungarees or work pants to go with the suit...you never know when you'll be filling in for somebody.
Just a caveat (sorry about the spelling) the ptech units in the apartments are not adequete in the very cold winter months. The building we managed, we had to buy space heaters for at least a third of the residents as the units could not keep up when the wind blew and the ptech actually blew in the cold wind from the out side. This is a very cheesy way to be forced to take care of our senior populations.
All I have to say is that Devils Advocate sounds perfect for Holiday!!! This person will fit right in with the Fortress way of business. Can mouth the "not walked a mile in your shoes," but isn't planning on doing just that because hey. . .a background in hospitality (or retail, or fill in the blank) is just about the same thing! Yeah, right!
I don't think they started out to fail. I think as we all did at some point in our careers .... "There is a better way of doing it" Sorry if I offend with a generalizations.
As far as extra work yes the Co's are epected to do more now, So are the main managers. Our RD was starting to require a building manager or co-manager to fill in for another building with no etra pay or comp time - even if it was on their "day off" And most times not even the courtesy of a can you do it? It was a you will go to "building" right. and he expected the bobble head yes response. That started after most of our holiday work eperience of no help being sent. I have visited other regions and they had floating managers to fill in for emergencies and vacations etc. I'm pretty sure they also went away when the marketers were let go.
Yes the manager staff was epected to work ungodly hours if you didn't have two sets of managers on site. Our RD's response was "it only takes one person to run the building. One spouse take the managers schedule the other take the co-manager schedule." Until around July 09 did he start requiring other buildings to fill in on a more scruitinized basis and not all buildings got any relief. Our former co's went two weeks with out relief after we left the company. I'm not sure what the criteria was to get some one the help but they didn't get any. We didn't get much and went 93 days straight one stretch and 43 days the other time and both stretches we had flu epidemics and were short staffed and still no help sent.
Weather or not the company likes to work their managers into the ground I can't say, but they do.
Having worked for HRC prior to the acquisition by Fortress, I would say nothing much has changed except the names and faces. I don't believe the corporation "intentionally" wants to drive the business into the ground, but those in power have little experience of day-to-day life of the management teams living on-site. As you have probably read in other entries on this blog, most, if not all people come into this company wanting success, being open to change, wanting to become an example of excellence, etc.
May I suggest to you, instead to applying for the new GM position, take a co-manager position for a year and live on-site. This will give you a true flavor for all the negative things you might read on this blog, then again, maybe the experience you gain will enable you to turn this big ship around!
Near the top of this blog, just below the letter to Jack Callison, viewers have the option to view comments either Linear or Threaded. If "Linear" is underlined on your computer screen then the comments will automatically display in sequence to priors. This will save confusion when reading what was commented about. Otherwise they will display 'out-of-sequence' - (by dates only).
Those whose comments exceed the character limitations need only to continue as a new comment.
"Ineedtoleavesoon" put in a few words one of the major problems being experienced by residents - the indifference to those we were/are hired to serve. No amount of publicity hype can alter a failure to properly care for and respect the residents.
When Colson owned Holiday my research found a prime difference from the present Fortress control. As a privately held company it was willing to spend more to make more. As part of a publicly held investment consortium the stance appears to be spend less and want much more at all costs, including detracting from the residents and staff.
As written earlier we had given written notice of resignation during a corporate investigation by HR. I handed that paper to the District Manager myself. Holiday could have simply accepted it and we would have parted company then. But they did not do so. We stayed and were graced to attend the Leadership Academy in Salem. That week at home office is priceless! No matter what we do futurewise, or where we end up being located in our lives, we hold that week's learning/feeling in our hearts forever. It was one of the most powerful and moving experiences you could imagine. How sad it is no more. I received an email from a couple we met there stating the same, and that they returned to their community empowered with a new sense of the 'rightness' of their managing a community due to the Leadership Academy. They have since left Holiday because of the changes. What a waste!
In all probability we will never again have physical contact with most of the people at Home Office who were there during that week. We will probably never be around the wonderful people we met who work the communities across the country. The chefs, managers, co-managers, even the three Regionals attending the training - all were renewed because of that training. It was something which could not be done out in the field with a 'get together' of one day or even two.
No, Fortress surely does not want a failure with this investment, but the stance of refuting successful logic and replacing it with a 'paper mill concept' is driving wedges beneath the foundation.
Devils Advocate asks some good questions. The home office location presently remains the same in Salem, Oregon, but they did a good hatchet job on employees there. Holiday has gone Facebook - check it out.
http://www.facebook.com/pages/Holiday-Retirement/145029980910
Wanting to put our complete experience into a tiny nutshell I will have to do so in this manner - many of the situations we observed would be considered grounds for possible elderly abuse complaints in a nursing home scenario, yet are allowed to continue unabated in the communities. When an industry is self-regulated you usually have no regulation. What is needed is for a Congressional legislative set of enforceable regulations to be set up. The "independent retirement industry" has long passed the point where it needed to be regulated. Like assisted living and nursing homes, the industry of independent retirement must also have to answer to a strict set of rules and procedures, from resident care to work hours and wages.
Colson is historically reputed to have disliked regulations. He shyed away from the assisted living and nursing home business after trying it for a short time because he did not like the regulations and shrinkage. But, irregardless, the industry needs it to happen, to become a reality - and soon.
The process is quite simple to begin - taking a few moments to fax or email your Senator and Congressman at the federal level with your concerns about no regulation for the industry is all it takes to get the ball rolling. Expect a serious effort by the industry lobbyists to sway legislation detrimental to them. Since the anthrax scare awhile back snail mail (writing) may not get there. Most of our political leaders now accept fax or emails only.
Hhether you archive or not, a big thank you for this blog.
First -- to let us know that we didn't necessarily do anything wrong by trying to do our best. By reading these other comments on here we have found out that there are others that were just let go.
Second -- to open the eyes of others thinking of joining this company. It might be the right place for some, but I don't think the ones that have the "Touch" can sit by and watch what is going on because it is against everything that is deep in our hearts.
I agree that it is time for some kind of regulation to be done for "independenta" living facilities. Where else do you have people put in charge of people, building, residents with hardly any training? The whole program needs revamped, especially if Fortress keeps changing the playing field.
Thanks for this site.
I have a question: If they are bringing in GM's as you say to do sales & marketing and to be in charge of buildings---then what is the point of having Regional Directors and Regional Sales people? Isn't this just another layer of overhead for Holiday? Is that another reason my rent went up $100 a month? Who will the GM answer to?
I heard today that our manager has been gambling with some of my neighboring residents here for months, he is playing poker with them for money. I really think that is a bad idea, he is also letting a housekeeper take care of some of my fellow residents while she is off duty. She is now putting in about 16 hours of work, 8 for Holiday and 8 for taking care of residents here. To me that is a conflict of interest. No wonder some of the residents are complaining about the poor cleaning they are getting. Thank goodness she isn't cleaning my apartment. Can't these managers be given a written warning or some sort of discipline? They really should be relieved of their duty here. I would stay a bit longer if they just got rid of these useless managers. At least give the new managers a fair shot at getting it right.
The hospitality business,is nothing like working in a Holiday building. We live eat & breath the same air 24 hours a day!!! Its not renting them a room and never seeing them till they check out. Most of the GM types that will be hired are going to be above pouring coffee even in a pinch. This program will not work,the manager's that will be willing to give up control of their community are going to be shocked to find out the GM will be giving them back the work load so they (the GM) can go out marketing. When in fact they will be playing golf (this will go under as community visits)What they should do is hire a markerter to do the marketing and leave the sound & proven program in tack. Last year they fired the marketing people this year they are atacking the teams next year the couples will gom they want to opperate as they do at Brookdale.No one lives on site, then they can rent out the mgrs apt.Looking to bring in more bucks,thats what its all about!
The only thing I can say is:
I told this would happen many, many weeks ago on this blog.
There is nothing Fortress can try that the colson's have not tried over the years. The system in place was the the tried & proven way to the Holiday Touch.Stan wrote the book having worked first hand in the community. The burn out factor used to be about 3 years that will become shorter with the new program.I know of buildings that have a pool to see how long the managers/co's will last!
The GM concept has been in the works for over a year. Allan Erselius the wonder kid from the leaseup side of the business brought the concept to Holiday and all have become drunk on the cool ade. Continue to watch and think about the 50% of the CMT's who don't have the ability to apply for the GM job. What happens to them? Well the word on the street is they will not run anyone out they will wait them out and institute the new structure at that time. Stan Brown is in Colorado interviewing today for GM's...wonder how many of these people will be from the CM background? I wonder how many will be women? I mean in the rest of the world women are actually being promoted into leadership opportunties. Wake up Holiday! When you look at the current structure of the company the entire leadership team is male with the exception of the HR VP who is black and a chain smoker. My significant other who still works for the company has said its a complete disgrace that this man walks outside to smoke. The new structure will bring alot of money to the company but they will continue to increase the rent on these people who pay so much of their money for someplace to live. What more can you expect from a company where none of the people who run the company reside in and/or support my hometown. Mr. Colson always supported Salem and they have completely moved away from that expectation.
Was told today that at least MD is leaving the company (Lively) but not quite sure if his resignation was requested or on his own. I expect to see at least 3 more with Green, Glaunert and Pugh on their way out and new blood coming in; Bardlemeir, Erselius and some other new people (Can you say no Holiday long term people)stepping into the new roles. Has the effect of disenfranchising all current Holiday employees who will not have that connection to the company. Is it really impossible to simply promote people who are inside the company? Where is Gina Winger; she ran marketing for many years , can she not play a meaningful role within the company? I'm disappointed frustrated and more than willing to show up for the next Fortress meeting to show my disdain and contempt for them. BTW anyone know anything about the YUPPPIES who fly in and fly out each week from NYC. Wonder what they're costing us weekly.
I am disappointed and mad as heck
There once was a company which had The Touch.
I worked there and I loved it so much.
The concept was so bold-
We lovingly cared for the old.
We treated our residents as family so dear.
The budget was met, the profits quite clear.
With growth fantastic the company expanded.
Then the owner grew ill, the company was sold, and a new order demanded.
To hell with the workers and who cares about the elderly - increase the bottom line.
The workers were fired, or made to retire, and the elderly pay the fine.
What can be done in these times so trying
As the company spouts lies which the elderly aren't buying.
The vacancies grow more numerous,
Which the company finds less than humourous.
Their solution is strange, plus it just isn't there.
The secret was simple - Respect, Love, and Care.
You don't make the money if you fail to fill the need.
The Midas Touch has turned only to greed.
We lift our glasses in a final goodbye
As we watch this company begin to roll over and die.
There once was a company which had The Touch.
I worked there and I loved it so much.
Before we started for holiday (two years ago) we talked to a number of community managers and asked lots of questions along with online research. Too bad this site wasn't started yet, it would have made a huge difference. But. . .one of the things that we loved was the idea of Bill Colson (he passed away right before we started) and that the Golden Rule was Holiday's mission statement. The idea of marketing, marketing, marketing was not the main be all. Instead it was to take care of the residents, make them happy, do things for them. . .well, that sure went out the door along with lots of possible residents with three market increases within twelve months! We worked our butts off, most of the time without co-managers and as many others state. . .without support staff because of call offs. We tried to hold special and fun events, but were told the purpose was not to entertain the residents and for them to have fun, but to bring in new possible residents. "Who cares about the residents having fun" is what we were told. In the end, we were let go. . . . just like that. Occupancy was down and someone younger and with more energy would be able to bring up the census. We wish the new managers (if they ever get anyone) the best of luck -- because the way we see it, people are just not impressed with living at a Holiday for the price and what little they are getting. In the end it was a blessing for us as a way to get away from Holiday. Until we got away, we didn't really have a good sense of just how much life had been sucked out of us while working for Holiday. We were completely exhausted. Neither of us would be able to encourage anyone to enter this career path.
ineedtoleavesoon: I hope you find a wonderful place to live. I am a former Home Office employee. I have been gone 4 happy years now. It is truly sad to see these folks that are fooling everyone. If you lived in OR, I'd help you move. For those of you that do live in Oregon, my boss and her husband bought a house, gutted it and installed brand new appliances, tile flooring and marble countertops. They would like to rent it to a couple. (No pets) For the amount of money and work they have done to this house, they are wanting to rent it out at about $1600 I think. That includes all the yard work as well.
Well today I have heard it all. No Christmas for the residents and no christmas for the employee's Whats next no time off. Is this the Holiday Touch or the punch below the belt
What do you mean no Christmas? Can you shed a little light on the details of that comment. Fortress might have a little money left even after the most recent financial setback/downturn/crash (pick your euphemismn) but they don't have enough power to cancel Christmas....???
Last year was pretty bad. We, as managers, were told not to spend one penny on anything for the residents. The Holiday Buffet was to be done on half of the budget given and when we did accomplish that we were chastised in an email to the rest of the district communities that we spent $100 more than the other communities did! We were also told by the RD that we were not to spend any monies for a New Year's Eve party, but not to tell the residents that was the reason why they weren't having a party. Well, I'm sure that you can guess what happened with that one. Lots of upset residents, phone calls and emails to resident relations. Things are never what they appear to be at Holiday. Good luck with Christmas.
Yes we remember last Christmas very well-- at the very last minute we got a vague email directive from the RD that told us we couldn't go over what was already prescribed in the budget for Christmas,New Years or for the employees. I don't remember the budget number offhand but I presume their mandating everyone scale back even more?
You don't have to tell the residents they know the deal-- no one can put one over on this ("The Greatest") current senior generation. They will rebel and huge!
Since someone above mentioned Mike Lively's swift, untimely and curious departure. I am curious as well if it was census related and performance related , or that he or they just felt he didn't fit into the "club" of the new thrust and spirit of the Corporation. Personally, I liked him and liked working for him. I felt he had leadership and passion. I would love to see a current by community census of his(Lively's) district (since today is Magic Thursday when the report comes out)if anyone cares to post it(here or someplace with a link) or email it to Charles and he can forward it on to me. I am betting there is more to the story, however would love to see where current census really is at these days.....Thank you!
Ditto about Mike Lively! My wife and I both like him - and respect him. He has the background in elderly care, has an astute grasp of human nature, a good sense of humor, has a very well tuned affinity for detail, and has cold eyes (a compliment). When we met my first comment to him was that he reminded me of a homicide detective I used to know. He will be missed.
Same here as to Mike Lively. Good guy, fair to his employees and fun in off time.
I just have to ask this to all of you:
Do you not understand what FIG is doing?
They are getting rid of all "old" Holiday employees and replace them with new faces who have no clue what Holiday used to be before the sale.
The true sad story here is, it are the residents in every single building in the entire country that is or will be suffering in the long run.
Holiday will be just as cold as being in a hospital.
FIG does not care how Holiday is doing as long as it makes money for them. So far they have failed to do that to.
The residents don't mean NOTHING to FIG as long as they pay the rents and shut the h... up and leave us alone.
You have seen it in various messages where families and or residents are begging for help and they are not being heard.
Please wake up.... Holiday Reirement will NEVER EVER BE THE SAME AGAIN.
It is over. Under the Colson group, we had fun and we had the wonderful trip to Maui. To me that was the time we ALL were proud to be for Holiday Retirement.
We (as HRC) set the standards in the retirement industry. We (as HRC) set the rules and the rest had to follow us (HRC).
Holiday Retirement today is NOTHING, means NOTHING and will go NOWHERE.
Any resident moving into any Holiday building is glatten for punishment. (sorry may have miss spelled that - but you get the picture).
In a year from now, now one will even put any message on this blog anymore because there will be no one left from the old group.
Sorry for the doom and gloom.
I do believe all of us know what FIG is and what they are all about.
Fortress was founded in 1998 as an asset-based investment management firm with a fundamental philosophy premised on its alignment of interests with the investors in its funds. Fortress raises, invests and manages private equity funds, hybrid/credit funds and liquid hedge funds. Using other peoples money to line their pocket with gold, they don't care about anyone other then themselves it's all about being top investing group.You are right Holiday is gone.I have only one thing to ask, when Bill or Bart sold out did they EVER think about what a hedge fund company would do the HOLIDAY TOUCH?
you asked my Question.. Why did the Colson Family sell to a Hedge Wall st Fund? we were w/ Holiday 5 Yrs & Loved it Most Of Time... Why sell to Co that would not Carry On His Holiday Touch!! Also Fig paid too Much 6.5 Billion ...25 Million per Facility & Mr. Colson was Building a Facility for 12 Million... Merry Christmas to Everyone!!
Get a clue it has always been NO time off After 4 years I QUIT and was paid time off and it was royally taxed. I went over budget to put the money in what residents deserved not to THINK I would get a bonus!!!!!!!!!!!!!!!
And really what's wrong with grilled cheese and tomato soup for Christmas & New Years--we got used to it 2-3 times a week?
You asked my Question.. Why did the Colson Family sell to Fig?? I was W/ Holiday 5 Years & Had a Lot Of respect w/Bill Colson But He should have sold to Someone who would carry on the Holiday Touch!! Also fig Paid too much 6.5 Billion!! we Loved our time w/ Holday at One Facility!! I read all your comments & sure can Relate to you all!! Have a Wonderful Christmas!!
My view of why they sold to FIG --
We came on board about a year before the sale was announced. I'm told Bill Colson was diagnosed shortly thereafter. Surely it was a family decision [Bill, Bart et al] to begin then looking for a prospective buyer. And where better to look than among larger allied -- but not competing -- facility owners [Brookdale]?
That owner with additional holdings in transportation, recreation and hospitaly notwithstanding.
The time was right ...and the price was too.
Presumably, Bill passed thinking all would be well.
Well not intended to besmirch his name in any way, I'm sure Bill went to his grave knowing that the sale provided a very good deal and the best chance of his estate getting the money from the deal. Moreover, I'm not say he didn't deserve it but Bill was a good businessman and had a inner-circle of savvy advisers-- he knew very well what Fortress was about and it sure isn't about continuing his legacy of enriching the lives of middle class seniors...
My wife and i worked for Holiday for over five years and were politely showed the door when we refused to work a schedule that was all about marketing and no consideration for our free time. We had pretty well had it anyway so this was the proverbial straw. In any case this was the best thing that could have happened.
It saddens us to see so many good people are being let go and abused and it breaks our hearts to see the way the residents are being abused by these greedy uncaring bastards.
God bless you all and say a prayer for the residents and hard working employees who are hanging in hopeing for better times. We can only wish.
Amen Brother!!! I do completely understand(which I will have to get into at a later date due time issues right now) a lot of the reasons why Fortress/Holiday in its current state is making changes and trying things a bit differently much I assume out of desperation, sheer survival, mixed with a generous portion of over-weening hubris.
Here is a rather interesting September 2009 report. When the screen comes up look on the lower right for ASHA Owners and Managers 2009 report. It is in PDF format. Click on full listing.
http://www.seniorshousing.org/
Back in April. Allan Erselius and I played a game of pool. After the game he and I had a fairly lengthy
discussion. That was when he sold me a "bill of goods"
the i am still "waiting for delivery"
By the way I won that game of pool.
It's taken me a good hour to read this blog. I am a current Holiday manager in, well, let's say the eastern half of the company.
My husband and I have been with Holiday for almost 5 years, managers for 4. This is our second building. First off, I'd like to say that I make sure my COs have ample time off, we alternate holidays and respect each other. I refuse to do the schedule they are trying to advocate. My residents come first, and my staff second. The staff WILL have a holiday luncheon, my residents WILL get Christmas gifts -- I ordered them months ago.
FIG got rid of our beloved RD a couple months ago. He really understood what we did, supported us and respected us. Needless to say that didn't sit well with FIG. No names, I am really paranoid about posting anything that would identify us.
I cried for two days after that conference call where they rolled out this new business model. It seems to me that they deliberately rolled this out now so people will panic and leave the company so come April they'll have more opportunities to gut Holiday and make it a bland facsimile of what it used to be. I have no idea where we'll live or work. I guess we'll have to bunk on my daughter's sofabed or something.
FIG has sucked the life blood out of Holiday and eliminated anyone who knows what it's like to run a building. Instead they've brought in people from the hospitality industry who only know what they are being told.
Maybe FIG management will get indicted.
I'm scared for us. I'm scared for my residents. I'm scared for my COs who work their tails off.
I'm scared.
have current managers been advised as to when the staff are to be advised of the new management system?
Not yet. The only ones in my building who know about the change (which will not be rolled out until at least April) are us, our COs and exec chef.
God bless you!! We support you as will all former Holiday employees!! Hang in there and keep the faith!!
"FIG got rid of our beloved RD a couple months ago. He really understood what we did, supported us and respected us. Needless to say that didn't sit well with FIG."
Seems like the good RDs --the ones who understand that "the Touch" is actually good business sense".
We were devastated to hear of the recent termination of one of our favorites, presumably for declining to move his home, lock stock and barrel, several states away to an area more central within his district.
I think we are referring to the same person.
We were scared to death when we left Holiday, but there is life after Holiday Retirement and most important there is quality of life. Wife and I now still work together and very soon will be making more money and a lot less stress, hassles and hours. We really thought companies would be reluctant to hire anyone 50+. We got hired on our internet-posted resumes and a phone interview then packed our stuff, drove 800 miles to our new job all in less than a week-- best decision we made for "us" was to leave Holiday Retirement and we honestly regret not doing so sooner.
Congratulations! Linda and I are so proud of you guys. Some company hired themselves a golden couple - and Holiday lost another gold mine. BTW - are you still in the same state?
And it will keep on loosing good managers and co-managers and exec. chefs AND................ you guessed it..................RESIDENTS.
I hope the economy will turn around soon so that all managers and co-managers as well as exec. chefs will find new jobs soon.
Can some one explain in detail how the new set up is supposed to be and (if you know) what the salary structure is going to be for this new GM position?
I can't wait to see how this all is going to pan out. I am sure many residents will be very upset with these changes. Seniors don't take change very well as seen with the occupancy after FIG bought out HRC.
To all current managers, co-managers and all other building staff, good luck and please hang in there.
You have many people praying for you all.
Bless you all.
Happy Holidays.
If you go onto careerbuilder.com take a look at all the jobs Holiday has posted. They are still recruiting for co-managers, btw, and for general managers and general sales managers.
The manager couple will work split shifts (one opening, the other coming on at lunch to close) from Saturday to Thursday opening. They will be off Thursday and Friday, back on duty Saturday morning. The overnights will be covered by a part-time Customer Relations Rep who will be in charge of night calls and spend their time doing the bulk of the paperwork.
I don't know what the GM is supposed to be doing. The GSMs are merely GMs in training for four months until they are assigned to a building.
The COs hired now are starting at more than what COs hired last year are. From what I understand, the GMs will be making close to $60,00, and I am not sure about the GSMs.
Plus, current co-managers cannot apply for these positions. This is merely a well-orchestrated downsizing that has most likely been in the works for months and has been designed by people who do not understand our business and our residents.
We've been putting out resumes daily, and hopefully something will turn up.
God help us all, especially our residents.
According to your description --- the manager couple will have NO LIFE AT ALL.
They basically will be on 24 hours a day for 5 full days. They will NEVER have a weekend or even part of a weekend off... What happends when no dishwasher shows up in the morning or no night server shows up ? With only one person on duty it will be hard to cover EVERYTHING.
The only ones being hurt are the RESIDENTS. Under this new system, Fortress is pulling the whole company apart. Bill Colson tried every approach
and he settled on the best plan.
For what it is worth, when we were first promoted to managers awhile back (well over a 1 1/2 years ago. Knowing what the company the company was going through with the attrition rate of keeping good managers and almost all of the managers and co-managers dysfunctional working relationships and "hating" each other, I just came out and asked our RD if the company was considering doing away with the couple team thing -- his response (and I think it was sincere -- he was a good guy and worked his way up the company to RD after 8 years -- said that our jobs were more secure than his -- he didn't think or know at the time that there was any chance Fortress would eliminate the couples management team configuration. He also seems to be one of the last hold-outs to consider hiring a GSM/GM in his region at this juncture, since I haven't seen any posted ads for these positions in his region--however, at this point he may not have any control over anything within his region just biding his time out... which may be the order for job survival for the interim....
Charles and Linda,
I hope that this site has helped a lot of people see what we all have been through and what some are going through now that Holiday is changing.
THERE IS LIFE AFTER HOLIDAY!!!!!!!!!
It's out there you have to go for it. Things happen for a reason it's what you make of it.I for one hope that this site lives on just to stay in touch.
Hey! we would love if all of us could plan a reunion sometime to meet.If not we have family close to east coast, just a hop!slip!jump! away. When we get up that way could love to see y'all and take you both out for dinner.
For all the residents on this site I know there is a better community out there that will make you feel like you are at home and hey just think about all the new friends will make.
One couple at our community said we made them feel like King and Queen that's what is was all about the residents not the ole mighty dollar.
I want to tell everyone we were at Leadership with Linda and Charles and that night he received The Heart of Holiday reward was so touching to all that was there. There was not a dry eye in the room we all went home with the power of the touch in our hearts and for me it lives on. It's just sad that it's not a part of Holiday anymore..
If there is panic and a mass exodus across the company you could very well see Managing Directors, Regional Directors, Regional Sales Leaders, Regional Trainers, and many other lofty titles and elevated pay grades actually running buildings/communities--everybody that is except the recruiters-- they will busy tying to hire General Managers.
To everyone, please be advised of the following: If I did it correctly it is now NOT necessary to type an email address when you write a comment. Simply write and post. Your anonymity is prime and I will check all the way back to be certain every email addy is removed. Let me know if you experience any difficulty with a comment being posted. Thanks
SO - as I understand the new order of business - it appears that a single individual will be the GM, rather like an office manager, who will not spend much time on premises but will, instead, be out marketing. This person will not live on site but must find living quarters somewhere else. But they are still "in charge" at all times? Now, in the company's infinite wisdom when it comes to suddenly transfering someone to another location, who pays for the cancelled rent/lease/purchase of the GM's living quarters - and who finds them new quarters at the new location? And who pays for the moves? A man and wife hire in as a GM, but only one goes to work? What about pay hike in order to pay for living off premises? The amount allocated for the present apartment and food won't cover the added costs which has to be paid elsewhere. I am curious whether the GM pay rate will be equal to the present rate of a manager couple ($1000.00 weekly average per couple).
At our community the bus driver was an elderly man who had difficulty walking. There is no way he could serve the coffee. Holiday still advertises live-in couples working together. From what I am reading here it appears a falsehood. It seems as if the couple will be split up with each working a different shift. This puts a tremendous load on the one working a shift. I can guarantee it will cause more problems regarding the couple's "togetherness", "mental health", and "comfort zone as a couple".
I can imagine the patience factor failures inherent in what I am glimpsing with this. Does anyone in other retirement companies presently operate successfully under this type of setup?
Does anyone else see this new "business model" as a way for FIG to "pretty up" the HRC/Harvest bottom line in order to dump it?
In my opinion, you can watch what Brookdale (which is also owned by Fortress)is currently doing and get a pretty good idea (road map for the future)of what is going to happen but I'm sure they must have several contingency plans if the economy doesn't start bouncing back pretty soon. Brookdale is currently acquiring 21 properties of the failed Sunrise and had sold maga shares of their stock to Bank of America most probably to loosen up capital to pay the bills and acquire strategically distressed properties as they see fit. Brookdale is and has been loosing money and running what I think is a pretty thin operating margin. Since Fortress has controlling interest of Holiday they can pretty much do what they want. In fact playing the scenario out it might most likely dilute the share value of Holiday Retirement and screw the banks and the investors when the time comes. The (2) couple management team concept at a Holiday Retirement has always been an Achilles' heel. There has always been an extremely high turn-over of management team couples at HRC (over 50% annually) and very few (only the most enduring and perhaps desperate)make it past the 3 year mark in tenure. There are a multitude of reasons for this and it isn't all HRC's fault. In any organizational entity a basic precept is that one person always has to be in charge and accountable. Too be sure, within the management couple team concept this is not clearly delineated or understood. Typically, from my observations and there are exceptions of course but in most situations every manager on the team (including the paired couples) has their own agenda of how operations should be executed and how "The Touch" should be applied. In most communities that I have seen, heard about and experienced there is constant conflict, contradiction and backstabbing between the management team, the residents , the residents' families, the employees and of course with all the other problems that arise and the pressure from HRC to address the census problems --it all can be very overwhelming regardless of your energy and management skill you can never see the light at the end of the tunnel. And, let's be honest, really most of the managers that have come on board in the past weren't armed with the business, marketing and sales skills that the current HRC is looking for to move ahead in these tough times, nor could they learn it all in the 3-6 months before being considered for promotion to Manager. Most of the Co-Managers (and I include myself in that group when I was a Co-Manager)really don't grasp how much pressure is actually on the management couple to perform until they get promoted and have to make things happen. It is much easier and cheaper to hire, train, fire and then replace(1) General Manager than (2) managers. Yes, I agree the residents won't like it a bit, but they will get over and move on and new residents will come in and never know the difference.
Do you think Brookdale would buy the sweet 16 or more of the census-challenged buildings?
A few things:
From what I’ve seen that Sunrise sale has more to do with floundering money needs of Sunrise than the business acumen of Brookdale. Sunrise has to unload and raise capital; they have been a financial mess for more than a year.
I disagree that the dual resident manager system was an Achilles heel. It had its weaknesses no doubt, but it also had 3 very definite strengths.
1. With 4 people on staff basically 24 hours a day, there was always cover. If someone was sick, if a dish washer called in sick, whatever happened, there was cover. I have been in lots of retirement communities and up to now, Holiday buildings tend to be fairly smooth running particularly if they are well managed.
2. As was mentioned over and over again on this blog managers and cos don’t actually work 8 hours and go home. You had 4 people in a fully staffed building working pretty much all the time. In a management configuration that preaches and delivers ownership, that can be a powerful motivation for people. And, it also burned a lot of people out.
I was shopping competitors in Boise last year and walked into the Chateau DuBoise at 8:30 pm. Upstairs residents were playing a board game, you could hear the sounds of laughing and dice. The Cos were on duty, one was drawing the breakfast menu on the board, the other was in the office. I shopped three buildings after 5 that day, only the Holiday building had someone who could give me a tour.
3. It is not only “the touch” it is “high touch” it’s market differentiation. At Holiday you had 4 people, in charge, that were personally invested. It was personal. I have been in Assisted Living communities where the administrator does not eat the food, he/she does not have to wake up at 3:00 in the morning because someone pulled the alarm, on and on. There is a level of intimacy with this management set up that makes a difference in delivering services.
Two live-in managers may not be the easiest facility management set-up to execute. At the same time it is one that allowed Holiday to become the largest senior housing owner in the world, so it can’t be all bad.
Very well said!
You said it all.
Bill Colson tried every possible plan and the one with Managers /Co-Managers is what worked.
There is no way one managers couple will be able to fufill all of the duties 5 full days a week.
The part-time customer service person won't know the residents, their backgrounds and their personal needs.
What happends on the 2 days that the General Manager is on duty for breakfast, dinner & supper ?
It sounds to me that there will be no more personal "Touch"...no more socializing with the residents or participation in activities. I'm sure the GM won't even get a chance to learn the residents names.
To put it totally plunt --- with No Touch and Bad Food --- the census is going to drop even more.
I heard that one way they are going to combat the turnover is that new hires will have to sign an 18-month employment contract. I don't know if there is a penalty for early termination or a bonus at the end of 18 months but it seems to me this is another "smoke and mirrors" way to say the new business model works but eliminating turnover. Burnout is another story.
Wow I didn't know that the "Sweet 16" still existed? And if it did I'd figure it was at least the "Sweet 60 or more" now. When we got promoted to manager they sent us to a "Sweet 16" property -- we had 24 empty apartments we filled it to 100% in 3 months only because we didn't know what we didn't know.... My best guess is that Brookdale will wholly become the assisted-living arm of the Fortress Senior Living Portfolio, with of course Dan Baty Co-CEO of Emeritus and former Chairman of the Board at HRC (a major player merging his Emeritus with Brookdale and optimally, I'm sure Fortress wants to take Holiday Retirement public but they have a lot of work to do before they offer HRC as an IPO but that is how they will really cash in and get the capital they need to jump start their growth & acquisition mode when the time is right. The other contingency would most probably a loosely structured merger/acquisition of HRC with Brookdale. To directly answer your question though the most likely disposition (at least first offer) of distressed properties would be acquired by Hawthorn of which Bart Colson, et al has controlling interest.
I would not expect Dan Baty to make an offer on Holiday. Emeritus has always been an assisted living manager, and a pretty good one.
Last month, or perhaps October, Baty and some financial backers made an offer to buy Sunwest.
FIG will probably listen to any reasonable offer to purchase the company. But in this credit market, Sunwest had to slip into bankruptcy before it became cheap enough to buy in one swoop.
Perhaps I should clarify 3000 characters doesn't permit me to be as detailed as needed. I didn't say or mean to say that I think Baty would make an offer on Holiday. Although, I think there is a possibility that Emeritus and Brookdale may possibly have a merger at some point in the future.
If Brookdale and Emeritus merge it will be in a far far distant future. At this point these two companies enjoy probably the stongest position in the senior housing industry. With the collapse of Sunwest and the uncertainty about Sunrise there is too much blood in the water, too many easy/cheap communities to peel away and gobble up.
Over the last year or so Emeritus has been consolidating ownership of the communities it manages. At the same time Sunrise/Sunwest have been bleeding communities left and right, some to Brookdale some to Emeritus some to other managers.
I would not expect any serious merger talk between those two until the easy aquisition market dries up.
That is just my detached observer take, someone on the inside may have more information.
Although if you are referring to Lincoln Towers ... who knows what will happen...? I would just check the fire-sprinkling system daily.
A. Is it true that Bart is still owed a bunch on money from FIG? And that FIG has not paid it?
B. Is it true that FIG slapped Bart with a restraining order barring Hawthorn from hiring former/current Holiday employees citing a non-compete clause?
Well I think it is pretty easy to assume that FIG still owes Bill Colson's estate a lot of money -- I don't think they just wrote Bart or Bill's estate a check for $6.5 billon and most likely stretched out for 10-15 years or more, maybe with a balloon payment or some other crazy stuff. Although, in reference to recruiting and hiring it is my understanding that there is a 6 month moratorium for Hawthorne hiring HRC associates or former HRC associates. And when pushed to a shove and without seeing the contractual language, I find it very difficult to believe that a judge would uphold such a ludicrous restriction on someones' right to work, especially now with the rollout of the new GM and GSM positions available. A salient point to consider, Hawthorne is still hiring and staffing with couples only- I haven't seen any GM or GSM positions posted from Hawthorn yet.
Have you looked at Hawthorn Retirement Groups website lately? The president's message must be a really great one, it has been more than a year and still not posted- "Coming Soon" LMAO- Bart must be really busy spending his millions, or chasing skirts, or racing cars, or avoiding Holly.
I just heard that it may have already been put in some of the communities that census are down. It's not going to work residents are use to managers being apart of their lives, now it's just a business. COLD!
True. Not the same company we knew. don't believe me? Rest in Peace LP Thompkins and Jean Humphries They still have a couple of old timers to cut bait from. They will eventually have some seats on the bus. The RD's have the RSL's making rounds right now to cut people who "can't convince" the RD's they are on board. Just look and see what they have done to Alex Llorent's old region. And they cut him while he was taking care of a wife terminally ill. What a lowdown snake in the grass Jack Callison is and his henchman led by Stan Brown and Edwin Zephrin. You have no idea. Interview on tomorrow. Wish me well and all will be exposed.
Wishing you the best of LUCK! You can do it.
LP Thompkins is no longer with Holiday? That is hard to believe. LP has the ability to walk on eggs without breaking any of them. As a retired Colonel he knew the art of "upper echelon maneuvering".
About eighteen years ago my wife and I were approached with a business deal by some individuals who wanted us to allow a cattle feed-lot operation on one of our farms. After consideration we agreed to it - with conditions. Pasture fences and cross fencing were installed, calf pens with shelters were built, hay was trucked in and feed loaded in the barn. We then gave a list of reputable cattle suppliers to the business partners.
Everything was completed on time and it all looked good. Then came the arrival date for the cattle to be delivered. The partners were very proud of their stock purchases and were standing around with us as the trucks rolled up to unload. What was unloaded from those trucks was some of the most pitiful sorry looking culls we had ever seen - butcher shop rejects. The ensuing conversation I had with the partners is not suitable for public print. Our vet was also with us on arrival day and his expletives turned the summer day blue. Long story short - the cattle were immediately routed back onto the trucks and sent packing (no pun intended). As the cattle trucks left the farm several dump trucks loaded with sawdust pulled in and the drivers inquired as to where they were to put it. It turned out the partners had planned to mix the sawdust with the feed to in order to defray costs (a common practice which also includes feeding their own feces mixed with sawdust back to cattle).
My wife and I turned their idea of a feed lot operation into a profitable concept by initiating a few simple changes. (1) - we immediately eliminated any partnership, (2) - the setup was revamped into an environment of healthy cattle plus two prize bulls, (3) - a proper feed mix was given to all with expected results, and (4) - the calves were kept in the pens where they were bottle fed and spoiled, two to a pen.
Result: It did not take long for the profit to materialize. The former "partners" found another farm to take their deal, which lasted just over a year before the farmer was left with a heavy debt when his partners walked out without paying the bills.
Have you caught my drift yet? The above story is true, but the "concept" can relate to Holiday/Fortress. You do not make a long-term profit by castigating the residents and employees or by attempting to shovel sh-t under the guise of public relations. Whether it is cattle or people, you take care of both with love, gentleness, respect, good food, and a safe and comfortable environment. You do the same for employees who take care of the cattle or people. It pays off time after time. Take away any of the ingredients and you are cutting into the profit line big time!
Right on so true!!! A time-tested and business proven axiom....
The company is imploding on top of everything going on we just let a director of on-line marketing go. While there has been much dispute about whether all of those new people were needed, it seems he stepped up to the plate after observing what could have potentially be wrong doing by a male employee of the company who works with sales and marketing and after making his boss; a new female manager involved with marketing aware of the problem he was summarily dismissed the next day. this sucks! the person who was canned moved his family from NV for this job! Is that the Holiday Way. That seems to go on quite a bit, in favor and out. recently went to an east coast executive assistant for Jackie boy becuse the previous one wasn't Fortressy and East coast enough. Can't dispute it I saw it. I'm looking for a job and as soon as I get out there is more to come. Are any of you out there familiar with the mess and carnage of Windlands South in Nashville?
Stay tuned...they are making a mess out of a company we all love!
Your post certainly steeps my curiosity and can't wait for you to bail and find a new job-- from your version,I can pretty much extrapolate who the principles involved in this fiasco are....
Indeed, I am also very curious if any changes in policy or personnel that HRC/Fortress have made to present has yielded any positive benefit. The measuring stick or metric for that matter in performance is the census I presume. Has the creation of the Regional Sales Leader really helped census? (I doubt there is one RSL that has or could even rent an apartment and do the Rental Agreement.) Has replacing some of the hardworking Managing Directors or Regional Directors and even General/Community Managers with Jack Callison clones improved (1) community or increased census in (1) community? If you take a look at Jack's public Bio, he is basically a self-promoting, bean-counter, not a leader nor a manager that rode the Archstone wave.
From what I am seeing they are replacing capable RDs with his or Stan Brown's clones. Young, self-promoting, former hospitality career agents. In 35+ years of working experience, from my observation, most of these self-promoting, smooth- talking, wunderkids can't fall out of a tree with a push. They are your proverbial "yes man & women" (sycophants), cheerleaders, idea-snatchers, lazy, non-functioning drones that don't contribute, barely participate, and can't execute. Is any Division, Region or Community getting results? Has anyone really sustained or exceeded the mandated mantra of(4)Gross Move-Ins per month? Especially as a result of any HRC/Fortress sanctioned changes or initiatives? I stand by anxiously awaiting any response..... Also, I'm sure Harvard Business School would love to know whether anything really is happening or at this juncture is HRC/Fortress just rearranging the deck chairs of their own personal Titanic?
I just noticed another name of the growing list of fine individuals from the Home Office on the Holiday Alumni Facebook page: Jeff Roderick - Former Director of Resident Relations.
Are you telling us that Jeff is also gone from Holiday? Wow Jeff Roderick was such a great guy and so helpful no matter what kind of problem you had, if you called Jeff, he always had a way of calming you down and guide you in the right direction again.
How stupid is this company really becoming.
I just got of the phone with a resident of a building my wife and I managed for 3 years (somewhere in the midwest) and was told that they now have NO managers, No co-managers and NO Activity Director. She told me that the RD is managing the building by him self and has no clue what to do.
I wish I could win the Lotto, I'd buy building by building and put the TOUCH back into these buildings and make the residents happy again.
Yes, Jeff was and is truly "Top-Shelf".
As evidenced in your phonecon with the resident in the Midwest, it may get much worse before it starts getting better-- I think we will start to see it unfold pretty swiftly. RSL, RDs and the newly created General Sales Manager positions will really be 1-man/woman floating teams standing-by in the bullpen waiting for a General Manager to crash & burn or as the couple teams just start to walk off the property... it may start to resemble anarchy in some form... sane, reasonable people can only take so much crap....
One reason the Colsons were successful was that they tried to create a family atmosphere in each building. That concept worked in every building where the managers & co-managers got along. Having a good team made the residents happy and because of this the census was high.
Having antagonistic managers and co-managers was why so many people have left the company.
Work out a plan where the 4 members of the team get along and have good food and I will guarantee full buildings.
This General Manager / Manager Team concept isn't going to work because the managers will be overworked more than they are now. What each building needs is two management teams ( like they now have ) and a full time marketing person. Even when the buildings are full that marketer would work on a waiting list.
Good point on the moving out if you are not happy suggestion, however; as I age I do understand the reason for not moving-- the older you get the more difficulty it gets to make changes in your life and I'm not even 60 yet.... Also, conventional wisdom dictates that there may be such a backlash from the current changes being made that it may not even really get out of the starting box. Many large, self-proclaimed smart companies and organizations have made huge mistakes only to return full cycle--after lessons learned-- to the way things originally were with maybe some slight tweaking to get the desired results. Pericles as the handle suggests characteristically is not acting in haste just yet, but relying on wisdom, insight and foresight to prevail.
No. way. He was one of the only ones left at Home Office who managed a building. Wow.
Just a note to say that Jeff is still at Home Office. Many that belong to the Holiday Alumni Facebook group still work at Home Office (and many do not!!!). Jeff is a wonderful man, and hopefully will be allowed to continue with Holiday for a long time to come
jeff is still with holiday in the same capacity--just spoke to him today.
Interesting blog and surprising. We moved in in June 2006. We just said goodbye to our 3rd. set of managers.Our very nice set of co-managers remain--for a long time I hope!
I am surprised: 1. At frank content of this blog. (I do not blog) 2.The salary figures seem to be very low. I happen to consider that being able to sleep on duty, when you have to answer a page at any time, does NOT constitute "off" time. 3. I wish I had read this before our last managers were (I think) terminated. They were nice people but made a couple of decisions that we really wondered about and thought were leading into trouble. If I had known I probably would have said something. Would it have made any difference? Who knows. But that is water over the dam.
upon reading of the projected management plan I am quite convinced that it might be time to do a bit of comparison shopping.
We like living here but it appears that the downhill slide into a nursing home category is on its way. Once you start having the hallways filled with walkers and a population with about 50% of the people "playing bridge with a penochle deck" it is difficult to turn things around. I don't think I have time to wait! And, while I don't mind buttering my table mates bread, or opening the cream, or fetching the walker, I do resent not being able to have a civilized conversation because the other people cannot remember what they did five minutes ago.
I do agree that they should have a nice place to live and deserve good care, but they are not getting the amount of mental and physical stimulation they need.
Good luck to all of you who are "old" managers and so-managers.
Cheers
Retired Science Teacher
sciteach:
Thank you for your input. Might I inquire how you, as a resident, became aware of this blog? A most interesting comment and one completely agreed with.
It is you, sciteach, and other residents just like you, who will determine whether the company stays or becomes another statistic of the times and bad management. You write the checks!
We senior citizens may be somewhat elderly and even a tad fragile - but as 'Grey Panthers' we still have power with claws and teeth (the teeth may be store bought though) - that collective power has proven over and over again what can be accomplished when the Grey Panthers become determined for change. The financial and political clout stand out loud and clear.
Greetings! We have a promising job interview on Monday - called the company the other day to follow up on our resumes and ended up talking to who I believe was the owner/hr director for a half hour. More to come if we get the job and keep us in your thoughts...
Good Luck - wish you the best!
Go for it with all the confidence, and energy you8 can muster and don't look back. You have all our encouragement and blessings....
I am another grateful individual appreciative of the fact that I found this blog on this company. Like someone else mentioned earlier, "Thank you for helping me avert disaster! I am 15-year professional in the hotel industry with a 4 and 5 diamond backgrounds and cannot believe I was considering a job with my wife at Holiday. We live in Toronto and yes someone from your organization called me a couple of weeks back regarding employment...no thanks! Good to everyone working to get out of this company…you all deserve better!
James S.
I was wondering what the situation was in Canada - whether it was only in the states that changes were being made. Thanks for commenting.
For the last 7 months I have watched, as a resident,the
new GM management concept develop here in the Community where I live. The main change that I have seen is the reduction of services provided. The original team consisted of a GM (female), an Office manager (female), a Co-manager couple and an Enrichment Coordinator (female) from the previous management team. The present GM team consists of a GM (female), a replacement Office manager (female) the EC (female) a Head Housekeeper (female) and an EC Assistant(male) who cones in several days a week to empty the trash and play games withe some of the residents.A question was raised at the monthly Residents Meeting as to the effect the GM Management program going company wide would have on the operation here at this community. The answer was the best presentation of b.s. that I have heard in my 95 years of life. We have a number of dissatisfied residents who have indicated a desire to re-locate but due to emotional, health or financial problems are unable to do so. As for me I am going to stick it out until HRC/FIG either makes it or breaks it.
Who does your night calls?
Pericles:
Ninety-five years of living!!
You have just proved my stance regarding this blog - we seniors are not all senile tottering old widgets unable to comprehend what is going on in the communities. Your words are well put and show your sharpness. I applaud you!
Many of the residents owned large companies, headed corporations, held high political offices, yet are treated as if every one of them has "gone-'round-the-bend".
Thank you for telling us what your experiences are as a resident.
I wish more residents would be able to read this blog.
People, there are choices out there.
You do not deserve to be treated the way you are with all the Holiday/FIG internal problems going on which are 100% created by FIG management.
There are many good managers and co-managers working so very hard to enrich the lives of their residents only to be kicked out because they do not follow the FIG system but they do have the Touch.
Sad sad sad.
Pericles,
what rationale do you have for sticking around until they make it or break it? They are going to continue to cut services, raise your rent and devalue your quality of life. I'm sorry to be so blunt- but wake up and make a change- it is only an apartment now.
Your input is certainly appreciated for my personal frame of reference. Let's pray that your candid comments don't fall on deaf ears and the seemingly intractable intentions of HRC/Fortress to totally modify the conditions of your living situation within the community-- a living-program you thought and were told that would never change when you first moved into a Holiday Community.
It probably wasn't and still isn't in the Rental Agreement, however, I assure you 100% percent of the residents still living in a Holiday Community will tell you very clearly what their understanding and concept of staffing and operations at Holiday Communities was told to them by agents of the company during the tour and during move-in. A major degradation of services should not be rewarded with an 8% rent increase or with unhappy residents that will continue to pay rent because they realistically can't move. Any savvy attorneys out there see the makings of a class-action suit?
enough with the class action, there is no action, there is no harmed class-sorry- want to take action- MOVE OUT!
And you don't call residents who are expected to settle for diminished services and a possible 8% rent increase when there's been no SS COLA a damaged class? You must be a troll...
I agree with you that they are not being dealt with fairly, and you missed my point, but I am not surprised since you stooped to name calling versus putting together a cohesive rebuttal.
What is your connection with Holiday/FIG? Are you a community manager living day in, day out with the reality that your residents are going to be sucked dry of every penny because they cannot move anywhere else? Do you see their quality of life deteriorate due to budget cuts that you can't do anything about?
Or, do you work in home office, and see every day what FIG is doing to a once proud company?
Or are you just trying to stir up the discussion? What's your connection with this issue?
I am a community manager. I deal with this every day. My husband and I see the changes coming. My co-managers are panicking because there will be no room for them under the new structure and they will most likely be downsized. This does not make for the best working environment.
The RDs are going around to the communities trying to drum up support for this massive cluster you know what of a business model that will do nothing to add to FIG's bottom line. It will drive down census and employee morale, as well as upset the residents who have gotten used to a certain way of life. The family atmosphere that Holiday used as their business model and selling point has gone by the wayside, and you know what? FIG doesn't care.
You don't dare do anything but give the RDs a positive response because they are looking to see who's going to be on their short list.
Is it any coincidence that performance appraisals are being done in January? Up until FIG took over they were done on the anniversary date of your date of hire for non-management staff? Now, they are looking to whittle down the staff and managers by giving them sub-standard appraisals so that the attrition rate will be even lower due to resignations and firing.
So please, let us know what your connection and interest in this topic really is. I'm interested to find out.
I am a former Holiday employee and left prior to the sale, so I have no point of reference as it pertains to FIG's management of the company. I am in the industry still, I do have friends still with HRC and hear lots of horror stories first hand. As I said previously, I agree with your assessment that the residents and staff are being mistreated. My point regarding class action is simply this- it will only make the attorneys involved rich- not the residents and not the employees. If you want to hurt HRC, then moving out is the best way for residents to achieve that. As far as employees, unfortunately the job market is horrible and due to the credit markets there is not a lot of growth in our industry right now, so most employees are trapped in a sense. I am sorry that you have been put into this situation and I wish I had an answer that would help you, but I don't. First and foremost, I am an advocate for senior citizens, which is why I believe that if they are unhappy with their living arrangements, it is your duty and theirs to change it. HRC residents all pay privately so they are not trapped financially- there are other places out there, these providers will make the transition as smooth as possible for the resident. Secondly I am an advocate for the senior living industry and the actions being taken by HRC might help the occupancy growth of other providers in the short term, it hurts the industry in the long term. Banks, equity investors and analysts look at the long term sustained performance of the industry as a whole and when the largest owner of senior housing is struggling it reflects poorly on the industry as a whole and makes it harder for smaller operators to attract investors and secure credit for growth. I don't need HRC to stumble in order to grow my occupancies, I am able to achieve that and have always achieved that because I am simply the best at it. I wish you luck in the future, and by the concern conveyed in your posts your residents and staff are lucky to have you.
You make some extremely relevant points across the senior housing spectrum. No doubt a lot of people are probably watching this one very closely and will be expecting a swift turn around or or some major changes in leadership and management of the company. If the aggregate average census across HRC is as suggested a 71% (much worse than I had previously thought)they have some very serious problems.... Especially when you consider that this industry is being touted a huge growth industry with the "Baby Boomers" moving into the senior generation category.
It's going to be even lower than 71% if they start rolling out 8% rent increases. I know of at least 10 of my residents who will not be able to afford that and move out. These are ones that I had to beg home office to adjust last year to save move outs.
You made the point about the Baby Boomers moving into the senior generation category -- yes, but as a former manager and one of those baby boomers, I cannot picture myself living at Holiday with all of the walkers around me, the majority of the residents not knowing what day it is and wetting themselves at the dinner table, high carb meals with very overcooked vegetables, playing bingo and listening to big band music as the big entertainment of the month!!! Get real! I think that the baby boomers will be steering far away from Holiday as it is now -- to much a WWII generation place with no plans on changing!
Tell me how you see the Baby Boomers living in the very near future.
What in your opinion should a building be all about for those folks?
I am a former Holiday manager so I do know the concept as it was pre FIG
I could see them first buying their retirement houses or condos in a very desirable location at a very affordable price in this market. After 10 - 15 years I could see them looking at shucking that "responsibility" and looking at "options" (they would still be younger than most of the current Holiday residents). If Holiday does not change it will be a long cold wait on the baby boomers to start moving in. There is quite a gap that has to be considered between the two groups of "potential residents".
What's wrong with Big Band music?
You are absolutely right. Just about every Holiday building is now filled with walkers and electric wheel chairs.
I recently spoke to a perfectly healthy gentleman who lives in a Holiday building. He said --- "I feel like I'm in a nursing home. People have bibs, two different people have aides feeding them in the dining room, there were 27 walkers lined against the wall and 10 wheel chairs at tables. This is not to mention the 5 or 6 people who don't know where they are and what time of day it is. It seems to me the independent living philosophy at Holiday has totally ended." The attitute right now is --- we'll take anyone who is breathing and can pay the monthly rent. Also tell me how many menu items are planned around a healthy senior meal plan ? Most Chefs know what they are doing, but the Sous Chefs are paid only $12--$14 and hour and the night cook is paid $10--$12 an hour. You get what you pay for.
Does anyone really think a health baby boomer couple or a single baby boomer
wants to move into this environment ?
Absolutely not !!!
The key to a successful building is keeping it independent living...good, friendly and consistent managers /co-managers and GOOD FOOD.
Wow..what an immoral thing to do with the appraisals. I was talking to an employee of a building we formerly managed and he wondered why they are doing them now.
It seems that in communities that have a lower census regular employees are starting to get cut. For instant, dishwashers. You have 2 --40 hour dishwashers and a 32 hour position ( 4 eight hour days) that fills-in on the days that the 40 hour people have off.
In two buildings, I know, they have cut the 32 hour position. Who is washing the dishes on the 4 --8 hour shifts. Probably the Chef, Managers or Co-Managers.
Just an example of what is coming as the census continues to drop.
My biggest wonder is who is going to cover the dish washing when the new General Manager /Operation Manager plan takes effect. Especially if this occurs on a day the Operations Managers are off.
Even at 70& occupancy,you will still hae 80-85 residents to serve three meals a day. My quess is that Holiday will soon be going to disposal dining for one meal a day...probably breakfast.
No dishwasher will need to come into work until 11 or 12 and the disposals can he discarded by the servers. The Chef and cooks will need to wash their own pots and pans.
A typical lunch generates 9 or 10 individual dishes per person. With 80 residents eating, thats 800 dishes.
This is a major job at each and every Holiday building.
The other issue is how can a person load the dirty dishes into the washer and then take out the clean dishes with the same hands ? This is very unsanitary and I can't understand why it is allowed in all buildings.
Anyone considering a job at Holiday should as the question: How long have your dishwasher been employed. If they have been there for a long time--you are o.k. If only for a short time, watch out, you might be washing dishes very soon.
We loved and valued our dishwashers and handled them with extreme care....
Serving breakfast on disposal items will certainly be a major deviatiion from "Gracious Dining" but I guess that whole "Gracious Living" and "Gracious Dining" concept are completely out the window now anyways....
It has been almost a year now that we were told not to use "Gracious Living" in anything. If you look at most of the collateral materials that have been printed in the last year, those words are not usually present. They are distancing themselves from that term saying the reasoning is "everyone has a different opinion of what the word gracious should mean."
Thanks for bringing up the unsanitary condition of the dishwasher loading dirty dishes, and immediately unloading the clean dishes without benefit of washing their hands; my bldg had no sink within 20 feet of the dish machine and obviously the dishwasher could not take the time to wash hands after each load. Also, I've always wondered just how sanitary it was to have the housekeepers report to the kitchen after cleaning apartments, floors, toilets, etc, then serving that "chef-prepared" meal. My bldg once had a drain back-up in the kitchen, and sewage came up the drains in the laundry rooms, and into the hallways. No job was too small for a co-mgr to clean up! Ahhh, the memories....
I was thinking instead of breakfast served on disposables in the dining room why not pack all the residents on the bus and go to McDonalds drive thru and get Egg McMuffins for everybody?
We didn't worry too much about eating off of unsanitary dishes-- most of them were broken before they ever made it to the inside of a dishwasher and most of the remaining dishes were broken when them came out during the putting away and stacking process.
There is no coincidence to the performance appraisals taking place in January...The whole purpose is to figure out who is "on" the bus and who is not! (Bus being an interpretation for people going forward with the company) although when you look at the company it's certainly not the company you originally knew. Quickly, of 28 RD's how many are new since 1/08? How many of the current RDs have ever worked in a Community? How many are women? How many are minority? Jack has formed a good ole boys club designed to give th company the same connection to the residents as one would have at a Motel 6! Just recently we observed Jack make his first trip down to Resident Relations and we know for a fact he does not read the weekly complaint log which is distributed weekly (I'll begin to share stories from that soon) I know some of you may wonder why I'm still there and doing this but the good news is I am out the door very soon.
The only way to react to self appraisals is to write wonderful things about yourself. No,your are not perfect, but who else is going to say such good things.
If Mr. Callison does not read read the weekly complaint log he is just an ostrich with his head in the ground. Correcting problems immediately possibly could have prevented such a nose drive in census.
My prediction is that when the 1st resident gets their 8% rent increase letter, census will drop another 10-20% within 3 months.
We should be getting the February rent increases today in the packet with the paychecks. Let's see what the increase is.
The Performance Appraisals for the Managers couple, under the old HRC regime, always were done (or supposed to be done)in January. Most of them did not get done simply because the RD's were to damn lazy to do them, or did them and never showed them to the managers couple. In our case, we did not get raises for 3 years in a row (out of the eight) because the RD always forgot them and we had to remind him. He kept on promising and pormising. He made promises to managers teams for increases that he never kept either.
As for complaints, it is the resident relation dept. at Corp. offices that is responsible for all complaints from residents. If they do not forward these complaints to the RD's nothing gets done about it.
Again, under old HRC, the RD's were to follow up. Did they do it and are they doing it now? I know under the old HRC most of such complaints were handled but now, I doubt if the "new style" RD even cares.
Male or Female Rd's. It makes not difference.
NONE of them ever worked in a facility for any length of time, at least not the way managers and co-managers have worked by doing just about every single job including picking up poop from a resident in the middle of the night when you just had gone to bed.
We have worked under Rd's that always told us to call them in case of emergencies in the building. I mean fires or construction issues. Well if we did, they would tell us to handle it and call them in the morning as they just had gone to bed.
The you have to deal with the Regional Maintenance guy. Useless pieces of nothing. Those people are overpaid and underworked. They are supposed to give training. Unfortunately, they have no clue what they are talking about.
I am sure that is still going on today.
I can not comment about Jack as he came in after we left Holiday but from what I am reading on this blog, he does not seem to be a hands-on type of a guy.
Does he even care about any of the building management?
Any good CEO would go around to each building and introduce him/her self and see what he/her has working for him/her.
Perhaps he/she would get a good feeling of what really is going on instead of listening to RD's and ARD's.
MERRY CHRISTMAS TO EVERYBODY
Good luck in 2010. I am sure it will be a banner year.
There are probably so many complaints each week that no one has the time to read them. About 3 years ago, 12 residents approached me ( when we were managers) and said they had sent the comment cards to Salem prasing our work.
About two months after they told us, we mentioned it to our regional manager and he said "I don't know anything about it...I have never seen anything on my report". About a week later he said "I have a complaint listed on my report about you guys from a lady who says you are nasty to her". Through our sources we found out that the lady making the comment was a resident who had mild to severe mental problems and her family was trying to move her to a mental nursing home. When we found this out we told the RM and he accused us of digging into areas where we had no business. The next day we started looking for a a new job.
We found one 3 months later and we are much happier.
When someone makes a complaint it should be investigated to find the total truth.
Five years down the drain with Holiday.
And I might add the last 6 months were
certainly no Holiday.
Please email me at thefreebornman@yahoo.com Someone wants me to send you their address. Thanks
One word -- DECEPTION!!!
As former co's, seem my wife and I got out just in time, I thought it was crazy then but what's going on now is insane. We were in LP Thompkins region, just trying to understand the comment from fromtheinside, did he die or is he just no longer with the company? But like just about everybody we really miss the residents.
I wasn't in L.P. district, but all we heard were good things about him.
By the way, I understand that Mike Lively is still with the company and the Divisional Manager. An earlier posting said he wasn't.
Several comments tout the 'simple solution' of Move Out! The average age of a resident in a Holiday/Fortress community is about eighty-five years old. It just isn't that simple to 'move out' when you are that age.
As most of the past and present alumni realize, the resident may be aware of the changes because they are living them on a daily basis - but the family of a resident may not be aware. Think about how many rental checks are paid by family members or company checks drawn on accounts other than the resident's personal checking account. When the resident manifests a desire to vacate a community for another location it is usually the children, grandchildren, or accountant who makes the final decision.
It takes a tremendous and concerted effort to 'Move Out'! The company is quite aware of this and uses it to their advantage. Think about the residents each of you dealt with who decided they wanted to move for whatever reasons - how many of them actually just up and did it? How many of them must also deal with the restrictions of their children and grandchildren living close to a community who do not want their loved one to move farther away from them.
No - it is definitely not a simple case of 'move out' and doing it - not when you are elderly.
Salient Point!!!!
On a slightly different but similar theme, residents like Pericles as the "handle" suggests characterizes wisdom and pragmatism knows through life experiences that historically many large, self-proclaimed, smart companies have made colossal mistakes in startegy and have turned it around only to return to a slightly tweaked/ enhanced previous model of business operations either with a current intact management team or a new management team --one that replaces the arrogance and ineptness of the team that took the company down the radical and turbulent path. Its all cyclical in due course.
I do not agree, Fig is a Hedge Fund, they take assets, cut expenses, increase revenues, then take it public or flip it through another sale in order to make distributions to their investors. They are not operators, have no desire to be operators. From what I understand, the overall occupancy is getting close to 71%, so a 7 billion dollar company is now worth about 3 billion, so the only turn around that will happen will probably be a sale of the company- maybe even being broken into pieces. It may be difficult to move from a home of 40 years to a retirement community, but from a 600 sq foot Holiday apartment to another retirement community is a lot easier, and the new community will probably pay for the move.
Does anyone know if Zak is still with the company? Or Dwayne Faircloth?
Both gone several months ago.
Zak is still with the company, I spoke to him recently.
Dwayne is still with the company.
My thanks to all who are participating in the discussion. I feel that the majority of the grass-roots employees are dismayed to see the changes that are taking place. We agree that the emphasis on taking good care of our residents is being changed to taking good care of our stockholders, and we are shocked and appalled to be swept out with the dirty flood waters of human greed. It's a story, that sadly, is as old as the human condition. We have two choices. Three, really. We could stay and play the game right along with our upper management. For most of us, we would hate ourselves in the morning, so that is not a real option. Second, we can leave the company as soon as possible. Third, we can stay and continue to work for what we believe in, knowing that we are not moving in the same direction as the name at the top of our paychecks, but taking care of the ones who provide our paychecks to the best of our ability. Many of us fall into this last category, perhaps while continuing to look for other gainful employment. I would encourage all of us to think of creative ways to deal with the situation as it is, because as a group, we have described it very well. If we think together, we may find some victories in a war in which we now feel so helpless. Let's share some strategies for survival. We have as our inspiration in our own communities, many people who have done just that under dire circumstances.
By way of information, we are managers of a community in the west.
Cowboy up, and cowgirl up, everyone. We might go down, but we'll go down fighting!
Very nicely worded! Thanks
While your argument makes sense...it's very hard to do. As an insider we are two distinct camps of employees. There are those of us who have been around the company for a while and none of us are in positions of responsibility within the home office. All have been jettisoned to the side and placed in irrelevant positions. They retrieved Don from his fleet management role (and other mundane issues) and he is now/still standing in for Stan Young (deceased). Jeff Roderick is a good man but in a position where he is unable to impact change and frankly hanging on. Gina is still Gina and a resource to the company, but so seldom used. The only area that seems to grow is the kingdom which the VP of Sales has created. There has to be at least 8 new directors of something (all at salaries of 90 k or more ) on board coordinating something. The communications guru does what one used to do themselves..the marketing one is brand new, a terrible attitude and incredibly difficult for anyone to deal with, especially her staff. The VP of Sales is hated by all and for a brief moment "The Touch" as we know it was returning while he was out on his leave due to his illness.....Can I tell you the saddest day in the company was when he returned! While we agree there is some semblance of intelligence with him, to a person we despise his presence and his low EQ in the dealing with those of us within the office. The same goes for the wunder kid Stan Brown. How we got lucky enough to get him I have no idea but he also lacks the ability to offer The Touch. An example being LP who in January was being touted as one of the best RD's in the company and by November is out the door. We are no longer the gracious Holiday we're just a company that focuses on gouging these wonderful senior citizens out of the largest amount of money we can...but we call it branding and that is the premise in offering one company as our preferred company from which to utilize aides for our residents and some other initiatives being put forth. One needs to look no further than Wyndlands South in Nashville TN of what the future communities will look like. It's the embarrassment of the company (as named by one RD) and yet it is allowed to continue to stay open. The model being used there is quite profitable. We provide a home health company with a low rent...and allow them to take care of patients for a much lower fee than they would have if they were in their own building. The trick while they are on separate floors from the rest of the real "holiday" residents and there meals are not even up to our poor standards...these residents are present in the building and in effect we have now created an AL within the IL even though we aren't licensed as a AL. The side company is..but not Holiday. I challenge any/all of you who are thru that area over the Holidays to drive in and visit that community. I stayed there recently while working and my hear simply broke.
ontheinside:
I admire your courage to speak out!
Please be very careful - I would feel terrible if this blog created an undue hardship on anyone because they spoke their comment. As I stated earlier I check each comment for email address and delete it for your protection.
So, is LP still aboard or isn't he?
I'm sorry to hear of the situation at the home office. Often, no good deed goes unpunished, and sadly this seems to be the case in Salem. Sometimes I can sense the fear and insecurity in the lack of focus I feel when dealing with folks in the home office. They have a tough situation there, because they are so close to the disfunctional situation.
I stumbled across this blog today, while researching Holiday. I took my 81 yo mother to a Holiday community in Decatur, GA yesterday. We are considering moving her there. Based on everything I've read, I am now very concerned. For those of you reading/contributing to this blog, I have a simple question, would you move your mother into a Holiday community? I appreciate your candor.
I would not move myself and my wife into one - and I certainly would not want my parents in one. No matter how caring the managers/co-managers are they are still subjected to the new way of doing things.
I am a firm believer of "The Touch" as it used to be applied in a Holiday Community (it's why we went to work for them) - but those days are gone. There are other, more resident conscious, options out there - check out some of the ones cited on this blog. Locale is, I'm sure, of great importance to you. Remember something - for the amount of money you will pay each month you want to know that any concerns will be IMMEDIATELY addressed, not shunted aside or ignored.
Due to the research for this blog I have arrived at my personal favorite potential. If we decided to take up residence in a retirement community we would pick rlcommunities.com (Resort Lifestyle Community) over the rest. Unfortunately, I don't believe they are in the area where you are. Again, they are MY 'personal' pick.
Thanks DL, I appreciate the kind words.
ABSOLUTELY NOT.
My wife and I worked in various communities at Holiday Retirement for 8 years. I agree with Charles, I would not move in my self let alone one of my parents (if they were still alive today).
As the others have said, my husband and I would not move into a Holiday after seeing some of the things that happen. We are told as managers to practically promise the possible move in just about anything and agree to just about everything, but once they are moved in. . .well, hubby and I said that our integrity was worth more than what the company wanted us to do. Try getting your carpet cleaned, or your drapes cleaned, or even your windows cleaned. Try asking for condiments with your meal. . .do you know how much that would cost us if everyone wanted condiments (is the answer from Holiday). They will promise you the moon, but just be careful. We moved our mothers into competitors, not into Holdiay. Good luck.
To those of you contemplating a move to a retirement community for yourself or a loved one, here are a few tips to aid you in making a better informed decision.
(1) You arrive at a community for dinner and a tour. Someone meets you and starts the sales pitch. Important first item: THEY are wanting you to rent an apartment - YOU are deciding future care for someone very dear to you.
You will be seated at a pre-determined table for your meal. The reason for this is to make certain you receive positive flow from contented residents. What I suggest is to request being allowed to to sit at a table by yourselves, somewhere at the rear of the dining room. Serving is usually done from different ends of the room on alternate days. Ask which end of the dining room gets served first on the day you visit, then either sit in the middle or at the last served end. Rationale for this is so you are able to quietly observe the interaction between the staff and the residents, plus interaction between the staff and the management.
Pay particular attention to the actual serving of the meal - to how the server relates to the residents at each table. Is there any positive by-play between the server and the resident? Watch the management staff at their table. Do they spend more time sitting or do they move around the room and help the servers? Is there obvious signs of mutual respect between management and staff? Or is there a visible lack of any respect? Remember - if management does not respect the staff who take care of your loved ones then you can be pretty certain the management will show no respect for your loved ones themselves. Your loved one will receive much better care from an employee who does not feel under constant pressure from management.
Observe the closeness, or lack of it, between the couple on duty. If two people care and love each other there are definite signs. Notice any 'giveaways' - i.e: abruptness between management and staff, strained atmosphere between managing couple, do residents and staff appear comfortable around the managers. Simple things, but things you subconsciously pick up on in most situations. Listen to your 'instinct'.
(2) If a situation arises where other management or staff happen to be around you notice whether you are introduced to them by the management. A good and caring manager wants prospective residents to know the staff, they are the people who will be caring for your loved ones every day. If the managers fail to introduce you to the dishwasher who walks in the room - pay attention! That dishwasher will probably be delivering meals to the resident room. This lack of respect for both the staff member and you is a harbinger of more problems to come.
(3) I have no suggestions regarding the rental contract itself (maybe someone else will) except to state you should read everything with a magnifying glass and a lawyer present. Perhaps taking the contract to a lawyer before signing might be a very inexpensive cost saver.
(4) Ask about employee turnover! If the staff as a whole has been there a long time you can relax a little. How long have the managers been there? The co-managers? Ask if you may speak to the housekeepers without management being present. Ask the people who will be cleaning the rooms how they like their jobs and the residents, even their managers. Ask to tour the kitchen and speak to the staff. Pay attention to body language of all you converse with and observe. It will give you reams of information. Watch the posture between management and staff - defensive or relaxed. These signs you can immediately spot clear across the room.
(5) You are about to leave your loved ones with total strangers who you will depend upon to take care of their safety and well-being. Ask to speak with the maintenance person. Inquire about any problems with the building. There is no reason for you not to know. Your family member will depend on the maintenance person for all kinds of things 24/7.
(6) Although you will most likely be pressured to 'sign-on-the-dotted-line' -- DON'T! Go home and sleep on it overnight. Discuss everything with your spouse or someone you trust. Look for the things which caused you a slight 'twinge' or 'unease' - as well as the positives you walked away with.
Just these six things can help you find the perfect place. Lastly - does the person(s) giving you the 'sales pitch' actually listen to you when you talk - or do they 'fidget' with items on their desk, glance at their watch repeatedly, take phone calls while you wait - pay attention to their ability to not just listen, but do they HEAR what you are saying?
Great list, great insights and key indicators....
The most disturbing part of the Rental agreement in my opinion, is a move out 30 day notice required. The 30 day notice starts the first of the next month. that means if you were to pass away March 2nd your family or representative needs to submit the notice to management. If they were to do so on March 2nd, the 30 days would not start until April 1 and your estate is responsible for the apartment until April 30th. Approximately 30 additional days!!!!!!! An estate in theory could be paying for 60 days of rent. If you pass on the 1st of the month and the notice is submitted, you are only responsible for 30 days! Then if the family doesn't know enough to ask for the meal allowance (which has also been changed to reduce the residents services)(Also we were told by our trainers not to remind the residents or their families of the option for reimbursement) they get no refund. Talk about scamming the Senior populations and taking advantage for the almight dollar. The standard operating proceedure when we started with HRC was if a person died (yes there was a 30 day notice requirement in which the 30 days started the day you presented the notice)we as managers could do the Right thing for the residents family/estate and stop billing as soon as we were given the keys to the apartment whether it was 2 days later or the full 30. The families are already going through a lot and how we treat people in the end is what counts but not to HRC & FIG.
I hope and pray for a better 2010.
Oscar, I agree that the 30-day notice is not geared to the resident's advantage, but I have even seen a case where a resident had moved out with the apartment still in that 30-day period, and the managers rented it out to new residents! Is that unethical, or just plain corrupt?
Those are all great things to do, but here is the problem with that. You will easily find all the 'right' answers to those questions and observations in my husband and I's building. We practice the dying art of the "Holiday Touch" with our staff as well as our residents and their families. We are a true community. A family. We love the people that stick it out and give great care to our residents...but...it will all end when we find a way out. And we will. Soon. That dynamic is only in place as long as the community managers, co-managers and exec. chef promote it. We are all looking for other jobs, along with a good percentage of our core support staff. If the next people to run this building are miserable...and the hiring that they are doing now promises just that...then the whole atmosphere folds like a house of cards. The company is still the company and they do not seem to care that much anymore. It's all about the sales pitch. The people they seem to be focusing on now are the hard sell types. I'd like to see one of them hold a resident's hand in the middle of the night when they are sick and scared and waiting for the paramedics.
The demands that they put on our time with increased busy work from home office means that something has to give. The hole gets deeper, but the residents still need our attention so you end up late on a survey or an email or whatever the suited upper management legion wants today. They all need to justify their huge salaries by coming up with new and innovative ideas to get people's money. Every day it's something else..and then it flips and changes again. We used to stay in the office until the wee hours of the morning, trying to get it all done without sacrificing resident care or staff development. It cannot be done like that forever. Our health has been affected. Our marriage has taken a hit. Every day is a constant struggle and it just is not worth it anymore. I recently had two separate residents look me in the eye and tell me to get out. They said that the job was aging us right in front of their eyes and that although they would miss us and cringe to think of what is coming..that they love us too much to see it kill us.
Would I look into a Holiday building for my family? Sadly, no. The flux is too great. The "good" people are heading for the door. I cringe to think what will be left when the great exodus has finished.
It's an unhealthy atmosphere for all concerned and it looks to be getting worse rather than better. The only light at the end of this tunnel for us is the fact that we will find new jobs and get out. That breaks my heart because this was once the best in retirement living. Those days are but a distant memory.
My husband and I have been with Holiday for several years. The residents are why we persevere. Luckily, we have a management team that still believes in Bill Colson's dream.
We will stay until the new pilot program becomes company policy. Having only one set of live-in managers means 5 24hour days for the couple that agrees to stay. The confinement will burn them out faster than before. In our opinion, the company should stay with the present system of 2 sets of live-in managers and give the co's an apartment that is bigger than the shoe box they expect them to live in right now. That has been our biggest contention with the job since we started as co's - but the company doesn't seem to realize that couples who are attracted to the life style often have retired from a previous business and given up their large family home to work with the "greatest generation".
We will miss our friends when we do leave - but we fear they will be living with live-in managers who are so burned out and overwhelmed that the "holiday touch" will truly be a thing of the past.
dicharles six steps is absolutely right on. My wife and I are currently co's at a Holiday community and his example of a well run and successful community exists here. Our housekeepers have all been here a minimum of 6 years, our management team spends a great deal of time with our residents and love doing it!!! We go above and beyond to make their chosen lifestyle fun, safe, exciting and enriched. Unfortunately this does not exist at every community. Taking dicharles list with you is a great idea when checking out communities. I would not throw Holiday under the bus just yet, but check out several of the Holiday communities and their staff before making a decision and the new GM program hopefully will bring the weaknesses of the plan to the surface before they integrate it across the board. My wife and I signed on as a couple, we have always worked together, played together and chose this job as a new "chapter" after running a successful business and retiring ourselves a few years ago. Should Holiday continue down it's pilot program path, I'm afraid it will be the end of our new "career"as stated in other posts, the burn out will come quickly and we did not sign on to work split shifts and pass each other in the hallyway.
You can find faults with ANY private or corporate business if you dig deep enough, the key is to find out if A particular retirement community will work for your loved ones whether or not it is Holiday. Check it out first hand and take dicharles list with you!!!
You are a very fortunate couple to have each other - and your words show the love. That love you share is what allows "The Touch" to come to life for the residents. Why can't the company realize and accept this?
PAY ATTENTION, Mr. Jack R. Callison, Jr. - "it ain't rocket science" - it's love!
I have been asked "Why don't you move out.? I can't.
You see I am writing a story called "The Saga of ______________" and I have to wait to see if it's "make it or break it" before I can write the last chapter. Incidentally it hasn't been decided whether to designate it as "tragic or hilarious" . It all depends on your outlook on life.
If you are indeed writing a "saga" about ____________ can you please share it with us on this blog?
I am sure it is hilarious for all of us to read especially us who have worked or still are working at any of the buildings.
Often of times we have said that we should have written a book about what really goes on in a retirement home. The love affairs of seniors and the way they try to hide it or the amount of alcohol some seniors use or just the funny stories some of these seniors have to tell. Or..the 93 year old senior ordering viagra on-line so he can use it with his girlfriend next door (in the building).
You know, we all can and do read this blog and yes we all have major issues with Holiday/FIG however, we ALL also have great experiences with our seniors.
The love our seniors have for the people who work hard and try to make their lives a little better each and every day, makes all the difference for them as well as for us, the employees in each and every building.
Remember folks what Bill and Bart Colson always said (which is something FIG never will understand) treat your residents every single day as if it is their last day!!!
With Christmas coming next week,
I want to wish each and every Holiday employee a MERRY CHRISTMAS and to every resident who read this blog,
Please remember that each and every current employee that "tries" to do a good job so that you have a better day, each and every day, please remember them. They sometimes live under a tremendous amount of stress and yet it is expected to have that smile on their faces.
They to have feelings and they to have families.
The employees of Holiday Retirement did not ask to create the mess the company is in. The employees all have choices and they chose to work in your community.
MERRY CHRISTMAS to every single resident of Holiday Retirement. May you all have a blessed Holiday Season.
Breaking news...the VP of Sales was reassigned to another positon now the VP of Business Develpment. amazing how far we've moved from clear consistent messages. VP of HR is now VP of Human Rsources, VP of Sales is now VP of Business Development. Nothing within Holiday is the same. Everything has a sub message intertwined. Finally, Stan Brown is hard at work turning this company into a short term hotel business. With the emphasis on NOI after all the money that has been lost this year continue to look towards seeing diminished services from the company.
I thought the HR department was renamed Human Capital.
Does anyone know the current company-wide census?
All I hear from former Holiday friends is that every building is suffering from low census. We were at one building 2 years ago and it was 100% the entire year we were there. Now it has 26 openings with a comment from an employee that says "1/3 of those left need to be in assisted living or a nursing home". At another 100% building before that was also 100%..it now has 40 openings.
The best tip to Fortress is ---Give the residents GOOD FOOD ( good comfort food..things they like not avacado sandwhiches or gravy on everything), consistent good and friendly managers and a pleasant and happy staff. With that you'll have a full building.
Ut is a little surprising how quickly this company has changed. When I came to work here, I really really felt I was in an industry where I could do good for seniors; a place I one day hope to get to. And now to see what has happened sickens and disgusts me. While I do not spend any significant time on "the floor" I continue to hear bits and pieces of items that are brought down to us in the lunch room. Talk about destroying a company. Sam Greene, the best MD in the company has now stepped down to be a RD, Obviously Jack and Stan decided they should try to keep at least one person of color so he is not going the way of the guy who was Director of Sales. As I understand it Sam decided he'd rather be a RD! OK Jack and Stan we really believe that one. Fore and Farrell have both been cut, Warcheczk gone as well, Lively being forced out as well. Whatever happened to loyalty and building a team and or company where people could aspire to do great things and grow in their roles? Basically we have kids running our company now whose parents aren't even at the age of coming to our communities and you have to wonder what they know about our busines. Jack continues to stroll through the office with is cocksure grin taking pride in the machinations of ruining the company Mr. Colson built on the sound principles of loyalty and taking care of our customer/residents. I can only imagine this culture is so full of duplicity I feel like I'm at Enron. Additionally the GM concept is bringing us mea complaints from our residents and somehow our current "leadership team" is acting as if they "latched upon a good deal" I observed the alleged Director of Sales in the office and now understand she has been demoted and we are searching for a replacement for her. My friend is from her region has publicly stated that she lacks a college degree and can not provide anything different from what the other sales trainers provide; yet my friend has been a RSL for longer, does better and wasn't even considered and this is before the Human Capital Division came into play. When my husband begins working I am leaving and will make sure they know how I feel as I walk out the door. This company has been ruined and most of the blame begins with Kai Hsiao...how low and dirty can you be to take the job of the person who hired you. This company is ruined and unchristian!
With all the problems noted on this blog, I have not seen anyting on the biggest problem area this company has. It is the I.T. Dept. What a mess. The leadership is very weak and uneducated - literally. If FIG would investigate the background of the leadership they will be shocked! The Director had no education and the Network Admin does not even have certifications!!! Any wonder they have constant problems?? The project management team has no I.T. background and the Project Specialist does not know how the work her laptop. Think of the money being spent here!! There are MANY MANY quality I.T. people in the marketplace that could get that department humming very quickly! I would doubt many would allow a national internet contract to expire like the current group did. Why did that not cause some heads to roll?? Between I.T. and Marketing, the salaries are HUGE!! For what???? come on FIG, please do an audit.
HRC has no interest in getting top personell to work for them. They want top personell working for peanuts. The old saying goes you get what you pay for.
If things at the community level are as bad as we say they are, shouldn't the state's be involved and the communities monitored by someone with the authority to shut them down? It sounds like we are treading on elder abuse here.
Happy Holidays to all of you!
Words cannot properly express what has transpired with this blog. Your comments are no longer falling on deaf ears - you are beginning to be heard. Heard not just with Holiday/Fortress, but with their competitors who will willingly do a much better job to attract what Holiday is driving away.
My wife and I wish all of you to know that you have impacted our lives in a most positive manner. Some of you we have met in person - Ruellene, Vanessa & Steve, Denny, Rob(s), Sheryl, Thomas, Bob & Nancy, all the people at home office who we met at Leadership Academy - and each of you brought a joy into our life. Some of you we have not yet physically met, but Art, Howdy, Jerry, and all the rest who write on here - you have become our friends via this wondrous virtual platform. Every resident in a retirement home should have people like you caring for them.
We have shared the sorrow of experiencing a once great concept being trampled upon, exchanged personal tribulations brought on by this change, and kept each other reaching for that elusive "better tomorrow"! We thank each and every one of you for your thoughtful and informative insights.
May the holiday season bring you joy and happiness to enrich your lives as you have enriched ours. May whatever deity you personally believe in shine its light upon you and yours.
Please know Linda and I hold you dear in our hearts and in our thoughts.
D. L. Charles
I am very concerned for the present and
future residents of Holiday
Merry Christmas!!!
For right now, our residents will rejoice!! We are having a Christmas dinner!! We are having a New Years Eve party and Hell, even Santa Claus is bringing them something!!! Until Holiday pries my cold fingers off the front door handle, I'll be finding creative ways to bring love, compassion and laughter to my residents. When I can no longer provide the "touch", it's time to go RVing again!!
I'll leave you with my personal mantra for living life:
"When a man has a good heart and let's it guide him- When he seeks what is true and strives to live by it- When he understands his own gifts and does his best to share them- That man does himself and all those who love him proud."
Have a great holiday season!!! Best of luck, best wishes for all of you!!!
Merry Christmas and Happy New Year !
Merry Christmas to all residents and all current and past Holiday Retirement Corp. employees.
May the Holiday Season bring you happiness and stength.
Bless you all
Merry Christmas everyone.
I get sad when I read this blog. I hope for a better year in 2010. As far as HRC goes I doubt that will happen. To all the employees current and former, to all the residents...Merry Christmas and Happy New Year.
I REALLY miss decorating that big tree We opened a new bldg and everything was brand new and I got to go shopping for what corporate did not provide OMAHA Enjoy. It is all yours
God Bless
Had fun seeing the Bright Appreciation in your eyes
Get this!!! After writing several emails to HO and RD (Moye)about my concerns about the conflict of interest of our managers, such as advertising their real estate business on HRC property, selling condo's for people so they would move into the community (and collecting their commission), evicting a resident because they had been drinking in their apartment, and ignoring Jeff Roderick's advice on issuing a letter of warning, which they are now suing HRC for violation of civil rights, I was accused of conspiring with the resident to have the managers fired. Since I agreed with the resident that they were being treated unfairly, I violated company policy, which resulted in my immediate termination!! You absolutely cannot be an advocate for an 80 yr old resident that is being treated unfairly!! During my 3 yrs with HRC I have seen several residents that were afraid to voice an opinion for fear of being told they could "MOVE OUT" if they didn't like it. Employees being afraid of losing their jobs if they did or said something the managers didn't agree with. It is bordering on Elder Abuse, when you are instructed to rent an apartment to anyone that comes through the door that is upright and breathing! I refused any longer to be any part of the insanity that is going on in every level of this company. Managers are expected to be robots for upper management, and to do their dirty work with no conscience---I am retaining an attorney and filing a lawsuit under the whistle-blowers act. Cynthia Stutzman and her drone, Markus Pitts among others, need to remember who they will ultimately be answering to when they leave this world----I wouldn't want to be in their shoes!! I'm glad I'm done with them, and will not walk away from this with my tail between my legs. I am determined to be an advocate for seniors in these communities, with emails to everyone and anyone in power to do something about it, from the State level to the White House. Doing right by our fellow man should come first, not the almighty dollar. If I had it to do again, I wouldn't do a thing differently. And there is life after HRC----It's called "Peace of mind"!! Good luck to all of you still in the trenches and don't compromise your morals for a bunch of greedy hounds. Our Seniors deserve more than that. If HRC didn't have anything to hide, why would you be told when you are terminated that you can have no contact with current or former residents, or employees?? I have the right to talk to anyone I choose--who do they think they are??
I refuse to let these senior's that I have built personal relationships with, to think I have just pitched them because I no longer work for the company. These are my friends, that I have grown to love them--they need to know they were not just a paycheck--and that I continue to value their friendships!! Go to hell, HRC!!
maybe the managers weren't the only ones profiting from real estate sales.
Congratulations you've made the move we all are headed towards. So here is the deal, simple and laid out. The GM concept...actually in 24 communities right now as we speak will replace make the RSL's obsolete. They are simply overhead at a cost of 52k (dont forget that 2k a year raise they were given by ole generous Jack and Stan Brown) per year. Now before you go thinking theyre overpaid; like so many of you former CMT members they work long hours...about 80 or more a week for that pay so it comes out to a very very tiny paycheck. like all whose goal is to steal from the residents by profiting from the proposed IPO which none of us who are working stiffs have even been briefed upon. A fairly independent look at what Jack Callison has accomplished since he's been around has been the following
removal of a long time competent executive secretary who looks more Fortressy (honestly he wrote that and one of the IT guys has it) than the long term competent secretary he had
The Asian Wonder who has singlehandedly begun to run this company like a convenience store. Have you ever heard of a company where one man moves through 3 executive positions in one year. who knows what they are paying him, he tried to resign and has been begged back twice.
A Human Capital department which has at least 15 new people who all make 80K or plus
Multiple Directors of whatever who all makee 80K or plus
RLS twenty or so who all make 53K plus
a almost complete turnover in the RD team with an 90% male (don't get it...surely 85 % of our buildings are female...do you think a woman might be able to chat and relate better to the women who are in our buildings? The men are all caricatures of Jack; quick grin, slipperly handshake and well versed in the art of say little and promise less. That's how you go about the business of letting a resident who has been in our building for 10 years and has paid over 280K in rent....leave because of an increase.
That's also why they allow a building like Windlands South in Nashville to stay open when they have a clear knowledge they place is a dumping ground for residents who arrive literally on oxygen and are poorly treated and never interact with the other residents within the building
I will stop and simply wish you well. Were jealous and envious and leaving as soon as we can. We dont want to be in the position of the two Directors who were let go within the year. Their biggest fault we can tell is they were too nice and seemed to enjoy talking to regular Holiday people.
After reading this it does make me upset
we the ex and still management teams were the heart of Holiday making things happen marking,getting new residents in, keeping present residents from moving out, making it a great place to live, showing the touch to each and everyone and most of all be apart of their family. We did all the work! and was under paid and over worked and what do they do pay someone top dollar that has no ideal what the H*LL they are doing and will be to good get their hands dirty to fill in when needed.Never did I see our RLS do anything for us most of time when the RLS and RD were at the community they were on the PHONE... Great helpers.Yes I'm mad! We loved our job but we were not treated with respect for all that we did. God help the residents because I see Holiday days are numbered. Wow I have been wanting to say that for along time.
Good for you for being able to finally say what you have wanted to say for a long time. I agree with you and I am sure many of us that worked hard enough and long, long hours every day to make a difference in the lives of our residents. Unfortunately, HRC/FIG is taking it all to a different level where employees don't matter anymore. It is all about the money and the money only. If Holiday really wants to set it self apart from the competition, they better get back to what the TOUCH really meant.
Welcome to the club. Hope you nail them real good
Meantime enjoy your Xmas and all the days ahead knowing you no longer need to deal with these "greedy hounds".
Here's wishing a very Merry Christmas to everyone we've worked with and served at HRC; the Gables, the Lodge at Cold Spring, and Montgomery Park - not to mention all our new friends on this forum.
And to you, too! Still such a joy remaining friends and sharing memories! There is a wonderful life after Holiday!
Think of you often, would love to have your new address...still hanging in there, turned 101 on Dec. 2nd. Miss you more than you could possibly know!
Billie
Hello friend! Our most very best to you! Thank goodness for this blog in more ways than one! We found each other again!! We send our congratulations on your wonderful birthday celebration! You sure pulled the wool over our eyes!! WELL DONE!!! Are you still in Guilford? John and I are well, no longer with Holiday, but enjoying a fabulous life together, and still in CT. Please remain in touch. Always remembering you!
I sent a message to you at Montgomery Park hoping you are still there. If not, please send me your new address so I can keep in touch. (I turned 101 on Dec. 2nd)
My very best to you both...Billie
Well, a belated happy birthday and of course a very happy and healthy new year to a most amazing and wonderful lady. What a delightful surprise to see your message, here.
We're sending you an email privately.
...and thank you, DL Charles, big time.
Truly my pleasure!
Amen. Our Seniors need all the protection they can get! It is sad that this age group is so targeted. Contact me if you think I may help your case!
In response to a request, here are a few excerpts from the Saga of___________.
1. The manager has decreed that SHORT shorts as worn by adolescent octogenarians is not acceptable in the dining room. 2.It has been observed that there are two ego-maniacs who occupy the first table at each end of the dining room on alternate days so they can be served prior to any one else. 3.
Only one couple (other married couples) have developed a relationship. Everyone is wondering whether the gentleman, who has been married 4 times, takes the 5th (wife) or the 5th (amendment).
4. The extensive activity at breakfast time is the
scurrying around by residents delivering banana peels to the one who provides breakfast for the goats across the street. The provider has been advised the according to Wickepedia banana peels contain alcohol. Have a Happy New Year.
It's been almost 9 months since I first read and posted on this blog. I congratulate you DL on it's success and now I've returned to make an admission: I was wrong. When I first posted here back in April, I was urging managers to "stick it out" for the sake of the residents and staff. That plea was based on the common sense assumption that FIG would not continue down the road to ruin when they saw how their changes were destroying the Touch and how that affected occupancy. How naive of me to think that just because people are in executive management positions, they should be intelligent and self aware.
In the past eight months, our occupancy has plummeted. The same people that were selling 3 or 4 apartments a month are lucky now if they can move in 1 person a month. None of our previously successful people seem able to close anymore. Same people selling, marketing and closing are unable to do the things that we could do easily a year ago. So what's changed? The recession has effected us for sure but what's affected occupancy even more is the negative reputation that Holiday is gaining as a company. In times of tight money, people do more research. Before this summer I very rarely had a tour that walked in the door with advanced knowledge of HRC. At least 3 out of 10 tours I do now claim some sort of negative knowledge about Holiday and place me on the spot to explain those things away. It's embarrassing and awkward. I can sell with the best of them out there but when you downgrade the product or service being sold, sales will suffer.
I retract the previously bold statement I made in which I stated that my wife and I would be here to take care of our residents until we were fired and dragged from our building. We can no longer keep that promise. Our personal lives have become non-existent, we sleep almost the entire time that we're off each week and we fight with increasing frequency. Getting out has become a matter of survival. Honestly, in this economy the prospect terrifies us. We are very good at what we were doing and planned to be with the company for years to come but we simply cannot work the 70 or 80 hours a week that this job is asking of us now. Paperwork needed for home office has doubled but getting help from the same office with all the changes in policies and procedures is nearly impossible. They try to help but let's face it, there are almost more queens in Oregon now than there are workers to maintain the hive. Let this serve as a cautionary tale for those of you out there who think they can remain unscathed. You most likely cannot. Sooner or later Callison, the economy or some brand new regional or district manager will pile on enough crap to make you scream for air too. A curse on FIG for ruining so many lives and driving a once profitable company to the brink of extinction. If you had supported us during these tough times instead of always asking for more, you would be in a much better place when the economy does break.
I went back and again read your previous comments. I must admit that I am so sorry circumstances caused you to arrive at your conclusion. My wife and I will always believe in "The Touch" and we apply it to everything in our daily lives. Nothing, no job out there, is worth the price if it causes fighting between a loving couple. Believe me, we definitely understand what you say - we, too, have been there!
My friend, it will only get worse. This entire situation is being developed and exececuted by Stan Brown (operationally) Kai Hsiao (business development and just good ole Asian thriftiness)and Edwin Zepherin (HR). Now the golden boys from FIG are there to watch the process take place but there is little or no involvement beneath corporate driving this process. Really, if you're a Management Couple you're just overhead and you should get out before they get you out. When you look at the new group of RD's in the company...they area all coming from companies within hospitality which runs from a very lean bottom line. None of their hospitality backgrounds have required them to manage people...typically an ED type who delivers numbers and keeps the RD from people interaction. So, think of the airlines...while you may speak to a Red Coat if your problem requires escalation are they really ever satisfied to your satisfaction. The same with the new and not improved Holiday. Have a rent complaint...no problem, someone in Home OFfice will take the complaint, the ladies there are wonderful (but they must keep their job so they really can't do anything) and will show great empathy for the caller, promise a call back and nothing gets done. Why? because the RD makes his money two ways...one by reaching occupancy guidelines or by managing to budget; called NOI by FIG. Consequently, if a new resident moves in and only stays a year, BUT we received a full specific deposit, gave little rent incentive for the move in (now preferred that we offer a "pack and move" or a "flat screen tv"; a nominal value of $500 or less....if they move out in after one year...no problem!!!this has been a successful guest in our gracious living community. This is better than a resident who doesn't make a deposit, is given two to three months of free rent and creates problems. Do you see the difference?
So going forward, the same applies with YOU the managment teams. You have an expectation of delivering some value. Clearly the people coming on board now do not have that perception. Complaints are simply considered collateral damage to the GOAL of going public and all people who stand in the way (those of you who wish to provide good service and actually take care of the residents)are being moved out of the way. Having grown up on a farm where every dollar was accounted for, I am able to look at what FIG is doing and see it quite clearly; minimal raises, raised expectations with lower $s to accomplish more than what you asked for before! Impossible, of course, but it's a way to get all of us to leave without having to address legal claims of age discrimination. This is no different than what happened to my parents in Germany growing up...the first thing you do to terrorize people is to strip them of their history...and for all of us who supported the Colson's and their belief in what this company should stand for in 3 years they have stripped us of our culture. Sad!
christenab
Has anyone seen the latest job opportunities for Holiday, you should take a look!! The managers now will have an "on-site" Luxury Apartment (ha, ha). If the managers get luxury, what will the co's have? Guess corporate will say anything to get couples to apply. It would be nice if they appreciated all the work that the managers and co's do for the company, instead of critisizing.
Corporate continues to cut back on things that really count the most. Residents are beginning to notice the changes and the complaints are beginning to flow. Residents pay alot of money to live at Holiday, when the services are cut and the rent goes up, it won't be long before buildings will be closed down. Is this fair to our residents or to the employees that have and are working for Holiday? I would like to read your thoughts, please reply.
Have everyone seen their 2010 budgets yet? Better yet, have you seen what you're annual salary increase will be this for 2010?? And even better, what are is the percentage being applied to the monthly rental rates for our Residents?
Salary increase for 2010 - 2% +/- a few percentage points.
Budgets - decreased with the onus on being set up to fail.
Rental increases - ~4.5%
So, as a Co-Manager, my wife and I are seeing an increase of a whole $860. The budget we've been provided has decreased our Bus Driver from 30 hrs to 20, our Enrichment Co-Ordinator from 36 hrs to 24 hrs, and our ability to do Special Events from (at least) monthly to once per year.
Yet, HO is pushing 4 move ins per month (we're at 89% right now) and has "fortified" our marketing budget by $500 to ensure we support their one objective for the year - "Move Ins. Move Ins. Move Ins."
So, how do you justify the ~4.5% increase in monthly rent?
The residents are going to vacate this building in a heartbeat.
How is your EC down to 24 hours? If you look at the hours allotment page, it's 32 hours across the board. They changed the criteria to base staffing numbers on resident count, not number of occupied apartments.
Hopefully we will be out of here in January. I've kept my comments out of this forum for now but wait until we are safely in our new position. More later.
I, for one, look forward in reading what you have been keeping to your self for a long time. I am so sure there are many of the current management teams that can't wait to share their feelings with this forum.
Happy New Year.
Not just management teams either. There are us that are former Home Office (prior to FIG) employees too.
Roxy, you are correct and I wish more home office people would share their past with this forum. Out of all groups, the home office people were closer to the "fire" than us in the field. Please do share.
Thank you Roxy and Happy New Year to you and your family/friends from home office,
Why, thank you Achmed! I was there from 2000 to 2005. Pre FIG. I worked in HR/Benefits. There were serious issues even then. There were two people that handled employee relations. And a handfull of us that handled the insurance. We didn't hear much on the resident issues. And it saddens me to read what the residents are going through on this blog. Mike Midgeley and the whole corporate chef department used to pride itself in the meals. There were certain standards to be adhered to. When I sat through the trainings I was impressed! I did have the experiences of when I traveled to meet the manager/co-manager teams or when they were in Salem for Leadership Training. It was always interesting to hear what you/they go through in a day. I personally, could not do it. I remember we would have quarterly staff meetings. Bill Colson would always express the importance of the "Touch". Bart would physically go and move people out of their current residence into a facility using the company's own moving trucks. I can't imagine how it is now. For Bill's legacy's sake, I hope that FIG pulls their heads out of their asses and get it back under control. I will tell you I am 37 years old and my health went to crap when I worked there. Needless to say, I am happy to be out. Like I said, I can't imagine being there now treading on egg shells wondering if you are next. Been there, done that and bought that T-shirt already. No thank you!
Well Roxy,
I can tell you that my wife and I were there almost the same time frame and a little longer. Pre FIG there was an enormous turn-over in co managers as well as Exec. Chef's, as you know, no doubt.
FIG bought a company that had an average occupancy of 94% and today I understand it is somewhere in the upper 60s.
I do not know what FIG intention is with Holiday Retirement but I thought they wanted Holiday to go public within 2 years after the completion of the purchase. Well if this is the way of bringing a company to the stock market, I wonder where the occupancy needs to be in the todays business world.
You are so right about Bill's legacy. It has been destroyed by FIG.
I also believe that many people's health has and is going into the crapper because of what is going on.
FIG not only destroys the lives of the residents but also of every single employee that works for Holiday Retirement and don't you think all these residents don't see that? I can tell you they do but there is nothing they can do about it because no one in Salem, OR is listening to them.
I am glad to know you got out and feeling much better now. I hope you have been able to find another job as so many (especially from home office) are still without a job after so many months being out and so many of them who have given and would give anything to get the "old" Holiday back.
It is ALL ABOUT THE RESIDENTS but unfortunately that is a point that FIG seems to forget.
We all were trained with the "GRASS ROOTS" phylosofy written by Stan Osmus and we ALL gave the "TOUCH" that was ingrained into all of us either in the field or at home office.
The TOUCH is something you either have or you don't. Dealing with seniors can be a challenge but you either have it or you don't. I'd say 98% of all (old time) Holiday people had it.
You need to take a look at FIG and what kind of people are working there and I am not talking about working at the buildings or the Home office in Salem. I am talking about the entire company.
They are very young people who don't give a damn about seniors and don't even understand the first thing about serving. Hell, I bet none of these people ever served in the armed forces. So how in the world do you think that people like that can practice the TOUCH?
They don't have it. They don't care. All they want is money.
Remember the movie "Wall Street"? Remember the line: "GREED IS GOOD".
Well every time I see the letters FIG, that is what I think about.
I track their stock as well as BKD and several others.
Go to Yahoo finance and type in FIG or BKD or any other company in the senior retirement industry.
If you forgot about that movie, I suggest you see it again. You will feel as if you see the people of FIG.
it appears that SUNCRUZ CASINOS in Florida have shut down. Fortress Investment Corp is gathering all the ships at Port Canaveral so they can auction all the ships off. Seems they own the loan on the ships. Just put "SUNCRUZ CASINOS and Fortres" in your search window. Just thought it was interesting.
It seem to me that Fortress has made a lot of bad investments or maybe the interest on the loan was raised each year where payments were to high to stay in business.
Now after they auction off the ships if they don't get what is owed to them will they raise the residents rent by 10% to cover their lost in all of their poor and unmannerly ways.Maybe all the investors should take a lose and pull their money out before its all gone and stuff it a mattress seems me it would be a lot safer there.
Well, the ship is sinking...another one bites the dust. Dick Glaunert is out as well as Jean Humphries...of course it will be called a retirement but neither is ready to go. One more RD to cut and then my friends we will basically have a completely new company. Look for the departure of the rest of the BLS's from the leadership ranks and you won't recognize the company. What in the world have we gotten ourselves into?
Wow, they finally got Dick Glaunert and Jean Humphries as well. Here are some names I wonder if they are still with the company:
Russell Kaufmann, Sam Green. Anyone know?
Well, those are probably the two longest standing ones. Amazing.
not amazing to me. Know both well and they were always ones that seem to fit well into the current scheme of things.
Too bad they didn't go instead of Humphries and Glaunert.
Everyone who was there pre FIG should pack their bags. It is not worth the time and effort or all the health issues. Things are not going to get any better.
Russell is Still There and Still worth nothing. I don't know how Sam puts up with his B.S.
Well I am not surprised that Russell is still there. Does he still do his weekly phone conference calls and keeps on whining how bad everybody is doing?
And do the community managers still have to call him every day with the numbers of the previous day's tours and what have you?
Remember, he is ex K-Mart thus a Blue Light Special.
As for Sam, you could not have a nicer guy than Sam Green. He is the best, he cares for the residents, the employees and the buildings. As a former Regional Maintenance Director, Sam knows what it takes and as a former marine, Sam is well suited for the job "IF" Fig values good people, which we all know they don't.
If Sam reads these blogs, I hope he is doing well and I hope he willhave a Happy New Year.
Yes, the wonderful weekly conference calls! That was wasted time I will never get back. I love the calls where the RD told you "we have to get a move in within the next 24 hours" and really thought all you had to do was snap your fingers and of course someone would move in. This is proof that these people have never done our job. If getting a move in was that easy our building would have been at 100%.
I also like the so called benefits that managers are supposed to get. Housekeeping -- RD said, "That is NEVER to happen." Linen -- RD said, "If there are some mismatched ones." And of course holidays -- we all know about that one. Try working 24/7 for three months without any relief and then told "We are going to have to get some younger, more energetic people in here for this building if you can't be upbeat."
We were so excited when we came to work for Holiday, but found out that it was the pits. I want to be a manager a the community where all of those active seniors in the Holiday brochures live. From day one I was amazed how it was NOT an independent facility like we were led to believe. At the different communities we were at the residents almost all had assistance at meals, dementia, sat in the lobby and wet themselves and everything they were sitting on, and/or would be sleeping in the lobbies. As soon as an able bodied senior hit the doors of the community for a visit -- it would be turn around and leave. We were even told we had to take CPR classes and start learning how to change oxygen tanks and their upkeep.
No. . .Holiday is going down the tubes. There is no way that you can call it gracious living -- which is why the powers that be quit using that term.
Happy New Year everyone.
"...we had to take CPR classes and start learning how to change oxygen tanks ..."
Wow!
This sounds like a wrongful death lawsuit just waiting to happen.
CPR classes? O2 tanks? Are you kidding me? Wow. That certainly isn't the area I am in. We have a strictly laissez-faire policy toward anything medical or care related. I'm not stupid. We contact the family/caregiver or 911 if anything like that happens.
We never did take the classes or learn anything about the oxygen tanks -- I might have worked for Holiday, but that's where the stupidity ended! Yes. . .major lawsuit waiting to happen! But, you wouldn't believe the fuss that other residents made over why we didn't personally help with such things. When our RD asked why we didn't do such things and we commented that at Leadership we were taught proper ways of dealing with situations -- well, the response was, "They don't know a whole lot at leadership. Don't listen to what they tell you." I should have known then what the writing on the wall was.
Another good one -- we had a resident whose health care worker who would use all of the washers and dryers during the day and the housekeeper wasn't able to use them. We talked to the resident and worker many times about this and the result??? The resident's family called Resident Relations and the RD got on our case. He said, "I don't care what happened, but just let the wash get done even if you have to personally do it." Try working under these conditions!
Yes, there were some warm, tender moments, BUT so many horror stories and mixed messages. I'm amazed that any of us live to tell the tale.
First of all, HAPPY NEW YEAR.
This is going way overboard and the EEOC must get involved.
SOMEONE PLEASE CALL THEM
Good Lord! That RD is a fool! He should have been reported and fired on-the-spot.
Such an order, if carried out or documented anywhere, would put HRC's head into a major legal noose nationally. If direct emergency response is required of any HRC employee it would constitutes a whole new legal obligation and likely require state licensing of every facility in the nation as a health care facility.
Does anyone know why twice this year we were instructed to destroy any training materials that divided job duties for managers under gender assignment? Ex: Women do marketing, men do maintenance? Is there a lawsuit or something? HR ordered us to SHRED anything we found and we had to drop everything to do it.
. . .or how about having the management team sign the silence papers. . .the ones that state we will not tell anyone anything about census, prices, etc, etc. . .
Have they really? So much for the open book policy. We were always told it is no secret what the rates are. We would share openly with our competitors while compiling information for our comparison reports. We always had a good repor (sorry abt splng) with our competitors and would get honest info. Too bad HRC is going to go the slimy route. But that seems to be the trend. I was very proud of what we were, our occupancy, amenities, prices. But that has changed and the clientele is going to move on some where else especially if they can't trust.
I have most of my training materials
Ditto!
I'm sure it has something to do with gender discrimination. This way on paper they can avoid the potential lawsuits! It was bad enough when I started for HRC our RD wouldn't even address the co's and especailly the female co. Our managers told us that our RD didn't like to talk to the women. Until about 1 1/2 years ago he wouldn't address me unless he absolutely had to.
I wonder if his being an investor in a building makes a difference with his employment with HRC. He was very proud that he was an investor and wouldn't sell out.
Dick was the last vestige of the Holiday Touch, no matter what kind of spin FIG tries to put on it. God help us all, especially our residents.
Please pray for us that our opportunity works out. All of you are in our prayers as well.
They indeed are listed as being retired. Our poor residents! If only the new leadership would spend a LOT of time in the buildings, maybe (just maybe) they would start to build some passion.
Why would they do that? Again, you have to understand the new model. Rent an apartment to a senior...give no concessions...and let them stay until they opt to leave. The company is working on a deal with the government which will basically allow them to establish a relationship with HUD to house other seniors who may not have ordinarily qualified to stay there (note...there is no qualification, by that statement I simply mean have the ability to pay) in lieu of the govt calling certain bonds as due and payable. (More on that later)
Gracious living is gone. This is simply apartment rental!
If this potential relationship with HUD, for purposes of converting our buildings to subsidized housing, can honestly be documented the residents and local citizenry need to be alerted.
In establishing most facilities [communities] throughout North America HRC had to work very hard to convince and assure many town boards, zoning commissions, and planning boards that the buildings would be occupied by healthy, active, upper class seniors. Note that most if not all building sites were strategically located near upscale housing and muiddle to upper class shopping centers. There will unquestionably be some local governments that will be up in arms if this proposed "new business model" sees the light of day.
Why Raggedy Ann you ask? I am Raggedy from all the extra work they keep handing us and Raggedy because the pay is so poor I cannot update my wardrobe.
Someone p l e a s e make my day and tell me Mike Lively is a goner too.
yep, he will be gone next month.
For months, my husband and I have read this blog. With each new entry, it was like reliving the days at Holiday. We are almost gone..I myself am glad and not eligible for rehire. My husband who has been out with surgery will be gone very soon. We were so excited about Holiday when we got there and like everyone else put in more than 110%. 'Isn't there anything we can do as a group to help these wonderful residents. It's so sad.
I'm glad to be away but corp still won't leave me alone. When my husband returns to work, corp said they had a job answering the phone for him...I wonder if he will make it through a whole week.
Please keep us posted. And good luck!
Do they even have a Resident Relations department anymore or did they hack it up already?
Ahhhh, GRASS ROOTS! FIG probably thew all that training material out the window from day one.
You are right about having the touch or not. And I do know these corporate door knob young tools are in charge. I've googled them too. I don't know why I am so damn curious as to what goes on over there. I guess it is because I did care. I also had the chance of knowing Bill on a personal level. I remember one time sitting in his office. (I helped him with his medical bills each month). Anyway, one day I go up and he's on the phone. He waves me in. I sit there for about 15 minutes. His conversation was one that I thought should be done behind closed doors. Something about looking at properties overseas to purchase.....but that is how he was. He was extrememly hands on until the end. I guess that is why FIG pisses me off so bad.
Seniors are of a verbal nature. They should all call HO at the same time and cause some havoc. For the amount of money they pay for the not so great food and all the drama they have to deal with - someone needs to hear about it. I've been in the facilities. I've served coffee. The residents are amazing and they deserve the best. THE BEST! Not FIG! Ok, I'm done with my rant. I've been wanting to say all that too for a long time. Whew.
Good for you Roxy, I am glad you finally have been able to vent. It is critical for all people from the old HRC to vent. You spend a lot of time with the company and obviously Bill trusted you enough for you to sit in his office and hear what he was saying. But that was Bill. He was a very trusting person.
The way employees are treated these days is criminal and I know many people are not done yet. I need everybody to please take a look in your State at the labor laws and compare what is legal and what is not. If you can not find anything call some one, an attorney or labor lawyer or the EEOC.
For those of you who have vested a long time into this company and were doing great until FIG came along, it is well worth the time to look into this and post here whateach of you find.
Thanks Roxy! Whew, indeed.
Here is a good one for you.
I was talking to a resident last night of a bldg we used to manage. She was telling me that one of the cooks was in a car accident and they guy that hit her car had no insurance. The residents were "Asked" to contribute some funds to help this cook pay for the damages to her car. The manager of that building also had said that if they reached a goal of $ 500.00 he would shave his head.
I do not kow if the employee handbooks were changed during the past 2 years but when we were at Holiday the handbooks clearly stated that no employee is allowed to receive any cash from residents if if an employee did that, it would be grounds for immediate termination. That cook recied well over $ 750.00 from residents.
Can you imagine making residents feel sorry because you don't carry enough insurance? And a manager challenging the residents?
If this is what Holiday is allowing these days, God spare these residents for what else these employees are doing.
Please somebody still employed at Holiday tell me what the hand books say about this, these days?
With over a thousand comments on here I am aware that there is a "pause" when attempting access. In the next few days I will be in touch with GoDaddy (server) for hopeful solutions to the time drag being experienced. I would rather not consider an 'archive' factor if it can be prevented.
In all honesty I had no idea the blog would draw the interest it has. I initially expected it to draw (as a 'specialized niche blog') perhaps a few responses and no more. From something started as a questioning of sorts it has grown into a product of some weight. The care of the elderly and the financial obligations for that care is a problem which every person should become aware of. With the touted baby-boomers just over the horizon it is even more important. Consulting with several 'experts' it appears the next step is looming. By this I mean what will it become and how does it get there. Please bear with me as I attempt to phase in some new concepts - and know I am most interested in any suggestions from all of you.
Although the prime is Holiday/Fig the industry itself has become involved in the blog. I recently received a query from a couple of D. C. legislators (Aging Committee) regarding the blog. Thanks to all of you it is garnering attention from intriguing places.
I am very pleasantly surprised - and pleased - at the 'restraint' of the comments. You have presented yourselves as educated, caring, informed and articulate individuals. My compliments to each of you.
Happy New year! May 2010 bring happiness and success to you.
We have heard, through the rumor mill, the "supposed" 6 buildings that are engaged with GMs is really 26. Ok, make that 25. 1 new GM tossed his keys on the desk, said he had enough and walked out. Do we have anyone reading the blog that is in a building with a GM? We would love to hear/know how it is working.
Our poor residents! How I would love to tell them what is in their future at our community, and advise them to look now at other (non Holiday) retirement communities. They so deserve that!
I challenge any RD, or above, to walk in our shoes for a month, bring their spouse to live in our luxury apartment, answer ecalls, clean up after our "independent" seniors, eat the chef prepared meals 5-7 days a week, all for less than $2000/month. Who will take our challenge? I volunteer our new RD.
For now, our best wishes to everyone for a better 2010. Thank you dlcharles!
According to the recent postings about 2010 budgets...the bottom is going to fall out of Holiday Retirement. Many more move outs because of cutbacks in everything. It seems to me that Fortress is trying to build a management system with younger people running the show for low wages. One of the successful parts about the Colson era was the kind of people they hired for Regional Managers, Mangers and Co-Managers---middle aged to 70's. Now with the replacement of almost all District and Regional Directors, the bottom is going to fall out. I am sure none of the new RD's have been hired from within the system. For instance, one new RD was a former RD for Barnes & Noble Bookstores. Granted this person may have management experience, but they know nothing about the Colson creation of management for Holiday Builings. Having one management team (husband & wife) and one sole General Manager is not going to work.
The best thing Fortress could do is:
1) Increase the pay of Managers and Co-Managers to a level that they deserve.
Managers $60,000 and co's $52,000.
2) Increase the pay of the food department. Head Chef --$65,000...
Sous Chef--$50,000...Evening cook--$40,000. ( you need quality people )
3) Increase the pay of the housekeepers/servers to $14-$6 an hour
4) \Increase the pay for night and weekend servers to $14 - $16 an hour.
All of the above would do one thing --- ENCOURAGE PEOPLE TO WORK HARD...STAY IN THEIR JOBS AND PROVIDE THE BEST TO THE RESIDENTS. Cutting back services does nothing positive. Paying evening and weekend servers $7 to $7.50 an hour only gets you kids ---who half the time don't show up because they don't get paid enough to make it worthwhile.. Paying double that might get you a Mom or adult looking for a part-time or 2nd job.
One final thing --- Holiday needs to take one thing out of their advertsing slogan --- they are no longer GRACIOUS RETIREMENT LIVING.
When you go on Google and type in Holiday Retirement, the 3rd thing to pop up is this blog...THEY must be livid.
Also the Holiday website is very misleading...The cook slicing the greens should have gloves on...how many "Culinary Chefs" does each building really employ ?.....the 1st lady in the red hat looks 35 to 40... and how many residents go out canoeing ?...
Great post. Very pointed suggestions. It is true that the RD team has been completely turned over with the latest embarrassment to those of us who are old holiday of RD Joe W. being asked to step down and is now a CM. Sad. The value of experience and good relations with the managment teams and knowledge of Home Office no longer valued. But to your pointed suggestions
1) will not happpen. They are getting rid of Managers and Co's...remember tehy are getting rid of these people and overpaying people like Kai, Edwin and the vast number of Senior Salaries he's brought on in Human Capital (notice the irony...Edwin is being paid and overpaid to cut people...what a miserable job and life he must have in that role. Don't you know they must have discussed this role in his interview. Do you think they really needed to go across the country to find someone for that role.
2) Forget this one also. Very few of the cooks within our buildings are actually Chefs, most simply cooks and few with the designation from the culinary schools. Remember Holiday has a huge overhead for the communities...a resident's food is costing them $3.25 per person A DAY (can't you tell)
3) Won't happen. They will not do that . They hire minorities and all women and when you look at the structure of the company you can tell that neither is valued.
4)Not important. While using HS school students they hope they show up but they always have the CMT's to do the scut work..
For those of you who have contacted this Blog, you need to seriously be thinking about a class action lawsuit. there is enough cause for one to be filed.
state and provincial authorites should get involved,to really see if 'level care',is being provided in these buildings,without the proper licensing.
Like holiday hates unions,they would surely hate even more to have the gov`t snooping around as to what is really going down in their buildings
How does one start a class action law suit?
Raggedy Ann
See my posting of 12-11-2009 2;30 P.M.
Type in fortress investment group in the Yahoo search engine - scroll down to the third headline and read about the casinos filing a Chapter 7 bankruptcy, then read about the olympic resort in Canada having fortress problems - and so on. It shows different if you use Google so use the yahoo.
Good find D.L. This explains a lot.
Can you say cash-light?
"Dealbook", New York TIMES' financial blog indicates wheels may be falling off for FIG in more than just a few holdings. See the Related Articles below this one:
http://dealbook.blogs.nytimes.com/2009/12/22/fortress-files-suit-against-law-firm/
Just reading tis blog and WOW!!! Unbelievable...after working for Holdiay as a chef for a while I was under great pressure from management all the time and never allowed to do my job!! I left a 65,000K a year job to "enjoy" the life Holiday had to offer and was constantly micromanaged by every manager that came through. It seemed that every person they hired for management in the building "suddenly" knew everything there was about food-service...mind you none had ever worked near a kitchen before. It was horror!! Thank goodness for the regional chef in my area. It seemed like he was about to crash under all the demands placed on him, but he was always there to help me and the residents out. And he did it with a smile the whole time. If it wasn't for that guy I wouldn't have made it as long as I did. In my opinion they should develop a way to hire and keep qualified Chefs like they had with me and protect them from management dictatorship! I on one occasion disagreed with a male manager decision only to be "branded" a trouble maker by the entire management team. Make one mad and the rest gang up on you as well. I know its not supposed to happen but I am telling you it DOES!! There is no protection in Holiday for any Food service employee and it was because of that reason that I left. I am great now and was just awarded Best New Chef in the city I live in. Seems like I can cook for mayors and governors, but not Holiday management...weird huh? I wish all of you well and good luck in your future!!
We had a GREAT Chef! We supported him and couldn't have done it without him.
He was a big big part of our team and was in-charge when we were gone. He was good at what he did and knew it well, at one time the Regional chef and RD wanted to get rid of him after 7 years with Holiday and we fought for him and won! So not all of us were bad managers we showed respect and in return was given respect.
I used to hear from other Chefs in the region I was in about their management teams and how great they all got along and to be honest I was always jealous. I understand that I was probably an isolated case, but that doesn't make it right. I met great managers and great Chefs when I was able to go to other communities however I was not apart of one. I will always wonder what I missed out on with Holiday, and wonder if under different management would I still be there. Intresting point though...It was the managers that were the worst. Every time new cos were hired they started great, but then took on the charcteristics of the managers that were training them. I know they had training buildings..and forgive my ignorance, but why didn't all the new hires go through that building first? If any one has any info on that it would answer some of the lingering ?s I still have. Was it simply because of open positions that had to be filled immediately...if so then talk about setting new hires up for failure...WOW
Regional Training Centers were established in 2007 but as with other things, not embraced by all Regional Directors. The RDs were like God figures and were out of control. No one was ever able to get all RD's on the same page. They all ran their own show. Some good and some not so good. Hopefully, that will change for everyones good!
You are right on the money with the RDs and the RTCs. Since they (RDs & MDs) did not embrace this program and help grow it the RTC is now slated to become history in the near future. Seems like some of these people think if it ain't their idea then it ain't worth supporting. Let's just bring in somebody new with a new idea cause we are all not smart enough to "understand" the big picture. God save us from the saviors.
I do know where you are coming from.
When we started out at Holiday we had managers that were good but one thing that bother us was we were told not to eat with residents at their table or to interact with them. After they were transferred to another community,
we got a new manager couple that were very high strung and were jealous that the residents loved us and to be honest we knew more then they did.They told us to go to our apartment and not to show our faces until Tuesday at 11am because they want to get a feel of the place without us. The next thing we knew we were packing to go to the first training community in our district. There we had the time of our life with the greatest managers that knew what Holiday and the touch was about.They showed us everything we needed to know in 4 weeks. There we were allowed to
eat with residents interact with them and help out where needed and at meal
times we watched the servers and got what they needed to keep service
line moving then after all residents were serviced we sat down.Later we were made mangers and sent to the new community. The co's there at the training community were sent to us to be a part of our team, we had no problems with them because we had worked and trained beside them.
But they did telling all our residents that they should have been promoted before us, so it went down hill with them real fast.Our residents knew better then to listen, one said the male was like a boy in a mans body.
Finding the right team members that can work together is hard. I do believe it's all in the training and with the right managers and how you show respect to each other and your there not just for a pay check. I will be honest it is very hard work but rewarding because of the residents. We had a one couple come in with history of being a team leader,but I think it was only a leader in complaining ,and saying that's not the way I was trained, are I did it this way at so and so! and then the last couple we had thought it was all about just pouring coffee and being the social butterflies, I'll take the residents shopping with me in my car just because I can't sign on to the computer, my email , learn how to do payroll, code invoices, are I'm not able to climb a ladder change a light bulb and we want off every holiday to see their family. I will become the memo queens to HO and the RD making you out to be bad because I just can't get it after 4 months of training so here we are dealing with this and we just keep trucking on after working months without any help, because you are there to show the TOUCH and make it great place for all the residents to live and bring new residents in. I'm not saying we were always right we had our faults but we had the touch and we showed it and worked hard. What hurts is all the $h!t we went through and feeling we were employee working for a sweat shop.Working months without days off and not even a pat on the back are even just a call to see how we were
It is not going to be that easy to find a plaintiff labor attorney willing to take a class action lawsuit on contingency. First, most of the Federal/State laws applicable to any dispute limit damages. You can file a complaint with the Department of Labor/Wage and Hour, but whether it will get very far is a real question since if the Company can provide evidence that the workers involved are exempt under the Fair Labor Standards Act, any action against Holiday may be fruitless. It is still worth trying since it may all come down to questions about whether real control is actually being given to Holiday Managers and whether the hours worked are so excessive that the "exempt" status should be re-examined. Attorneys are not needed to do that....Go to http://www.dol.gov/whd/regs/compliance/fairpay/complaint.htm for information on filing a complaint at the WageHourDistrict office in your area.
Unless labor laws change in the next year or so, the Holiday managers can forget appealing to any union because they as it stands now, the managers are statutory supervisors and are then specifically excluded from coverage under the National Labor Relations Act. There is legislation pending before Congress, but don't hold your breath it will pass.
I understand the dilemma all of you face that are still employed or left employment within the last two years. I have no immediate solutions except to hope people are educated by this website and refuse to continue working under the draconian guidelines or refuse job offers tendered by Holiday.
Right now Holiday/FIG believe the economy is so bad they can simply hire and fire as many people that come through the door. The only reason they continue is because there are people desperate for employment and Holiday is attractive to many who have not had a job for a year and whose unemployment is running out.
Hopefully this blog will make a difference....it did to us before we made a terrible mistake.
The thing we might be able to get them on is the "paid" holidays. During the 4 years we've worked for Holiday, we have never received a paid holiday. When you have a holiday on a scheduled day off, it goes into the "time owed" bin. That meaning that at some point in the future we should get an extra day off to compensate for not getting extra pay for the holiday. Same goes if you work the holiday, at some future point you get an extra day off........but it never works out that way. If we take an extra day off, our co managers have to work an extra day meaning that they just earned another "owed day off" and the reverse happens if they take a "time owed day" and we have to work an extra day to cover. Now we've earned a "time owed" day and so on and so on and so on. It's a self perpetuating cycle
There has to be some sort of legal hook in there somewhere.
Three years ago when we moved into our 2nd building as cos, the managers informed us that they were taking 5 "time owed" days off and don't we dare touch Kronos to charge them with vacation days because they were "owed" these days. So I guess it does work but only if the managers are SOBs and never consider their co managers to be able to rack up days off in the "time owed" area. In the three years we've been managers we've never been willing to pull that on our COs. I guess that means that we have well over 40 days of "time owed" that we will never ever see.
Does anybody out there have a different take on this?
I do think we are owed for all the extra time we worked.
After I resigned I was asked to come in and help the social butterfly to do time sheets I worked one hour and they said I get paid for 8. I was told by HR (the name back then) that if I had every came out and worked even 30 mins I would get paid for the whole day,also they tell us we are not to work over 42 hours a week and we all have had to do that and more. Owed time never heard of that maybe the RD after you have worked months with no help says here take 2 extra days. I do believe there is something we can do but it would have to be as more then a few of us a group would open up the door for case action suit.
With all the District Directors gone and the Regional Directors replaced -- who is next ?
Probably the higher paid building managers.
It is totally obvious that Fortress wants to get rid of all the former Holiday people. They are just going down the line. Anyone who has been with the comnpany for more than 2 years better watch out. The rumor is you are next.
Well it's taken me a very long time to read through all the information posted. Now I know why our managers are no longer the people we once knew. These days we have the activity and maintenance people serving us coffee. They say it's because the managers have deadlines to meet with getting people to move in. When we do see our managers, they're stressed out and always in a hurry. One time after answering the phone in the dining room, our senior manager started crying. I over heard her tell her husband that their boss had just called and wanted a report tonight. She told him she just can't keep doing these 16hr days. As she left the dining room, I heard her say, "no matter how much we do, it's never enough." Before reading this blog, a lot of us residents thought our managers didn't care about us anymore. But after everything I've read, I now understand. Before coming to Holiday, I use to live in a community were there was a 9-5 manager during the week and a security person on the weekends. I left there because it didn't feel like anyone cared about the people who lived there. If that is where Fortess is going, I can assure them they will lose the residents they now have. When I came here for a tour 3 years ago, the managers made me feel like I was special - like I belonged. Everyone you pasted in the halls smiled and greeted each other. Once I moved in, our managers made sure someone picked me up for dinner every day for the first 2 weeks. They had people invite me to activities, visit and talk to me about what to do in case of an emergency. Within weeks, I had made lots of new friends and I had become part of the family. One time I wasn't feeling very well and our managers must have noticed while serving coffee. They called my daughter and let her know I wasn't myself and maybe she should give me a call. My daughter confessed this to me weeks later. After many talks with the other residents, I found out the same had happened to them at one time or another too. On another occasion, I had to pull the cord in my apartment in the middle of the night. Our managers were there in less than 5 minutes. They stayed with me until the ambulance arrived. I was so scared. She held my hand and reassured me that it was going to be ok. The security guard at my other home just called the ambulance and waited outside my door until it arrived. Resident managers were the main reason I moved here. This truly is like a big family. Our managers watch over us and still allow us to keep our independence. But these days, we hardly see our managers. And when we do, they look so tired and overwhelmed. I know they still care about us. They are never short or disrespectful to any of us. But the smiles aren't as board and the sparkle in their eyes are gone. I'm just an old lady, soon leaving this earth. But if this is what Fortess is doing to Holiday, they can expect a lot of younger seniors to move out. What Fortess is trying to do isn't why we moved here. Praying for you...
Great comments.
I sincerely hope there are many more like "Concerned Resident" who read this blog --or are advised of it-- if only to become aware how many of us former managers and co-managers are on their side and saddened by the deterioration of the 'the touch'.
If the word gets around to more residents who are willing to complain loudly to Salem, perhaps someone at FIG will say, "Hey, maybe the Colson's were doing it right."
D'ya think?
This is why staff hangs on - the residents just like you. Thank you! Good comment.
Wow, this is truly heartbreaking. But true at the same time. I wouldn't want to be my last residence in a Holiday facility. Someone has to do something, but what? I never understood how the residents felt until this blog. When I worked in Home Office they had a pretty stable resident relations department and we in HR rarely heard of anything going on. Sad, sad.
Why don't we consider either meeting/protesting in front of the Holiday communities we live closest to on the same day across the country. We could arrange for media coverage as well?
luv this one
The current Managers of Holiday Retirement are living in fear of their jobs, income and a place to live. When HRC places so much pressure on Managers/Co Managers they are not able to function or do the best job possible. No one can live in fear of retalation and work happily and keep happy residents. Residents think its something they are doing but its not its HRC and the new way to get rid of managers.
AMEN but you have to remember even those of us that have left still have that fear of loosing our jobs with this economy. When you are unemployed you have alot of stress also so hide it and take care of those the love they show back is comforting and should keep you going we miss that no co worker can even get close to giving you that security Enjoy it
where are the good retirement community jobs? They are loading more work on us with less bonus. Help. Any ideas from those that have left?
It's very sad that everything we all worked for is gone.
We were given the Holiday Touch to spread through the communities as Bill Colson would have wanted.
To make life great for the retired elderly to enjoy their retirement and let us do the work. To be honest I never dreamed I would have worked in a retirement home. I had lost my parents in my twenties never been around many elderly folks till Holiday and I loved it. I had so much fun and was amazed with the health and age of most of them and to sit and listen to their knowledge and stories was so inspirational, just knowing them was a great honor. I wish it all could have worked out different for all of us. I was told once (Things turn out best for those that make the best of the things turn out) It's out there jobs you just have to get your foot in the door and don't move it! I wish you all the best.We did it so you can.
OK - so everyone knows what is happening. Archiving is not an option, according to the server.
I might have a potential, however. I can possibly "lock" all comments to date - start a second "entry" factor which would allow the interactive continuation (a Part 1 and Part 2 type setup). Part 1 would then be read only and Part 2 could be read and commented upon.
Any suggestions?