Most of your team stays. That is the point.
The first question every administrator asks about outsourcing is the one nobody puts in an RFP: what happens to my people. Here is the honest answer.
The fear
You are not worried about the department. You are worried about Maria.
She has been in the building nine years. She knows which resident wants the blinds open at six, which family calls every Sunday, and which room to check twice. She is also, on paper, a line item in a department you are considering contracting out.
That is the real reason these decisions stall, and it is a reasonable thing to worry about. A department that loses its long-tenured staff on day one does not save you anything. It costs you the institutional knowledge that was holding the standard together, and the residents feel it before the budget does.
What we actually do
We hire your team before we hire anyone else.
Our starting assumption on every transition is that the people already in the building are the people who should stay in it. Recruiting in this category is hard, expensive and slow. A trained housekeeper who already knows your floors is worth considerably more to us than a stranger who does not.
- We meet the existing team during transition, individually, and explain what is changing and what is not
- Every incumbent employee is invited to apply and is assessed on the same basis: attendance, performance in the building, and willingness to work to our standard
- Offers go to qualified incumbents before we recruit externally for any position
- Those who join become Prestige employees, screened and trained to our standard like anyone else
- Where an incumbent supervisor is strong, they are a candidate for the on-site housekeeping manager role rather than a casualty of it
- Anyone we do not retain, we tell you about, with the reason, before we tell them
The part we will not soften
We do not retain everyone.
If someone cannot clear the background screening required to work in a licensed healthcare facility, they cannot work in the building — that is not our policy, it is the requirement, and no contractor can waive it. If attendance or performance is the reason you are contracting the department out in the first place, retaining the cause of the problem would not be doing you a favor.
What we will not do is use a transition as cover for a quiet purge. If we are recommending against retaining someone, you will hear it from us with a reason attached, and you will hear it before the person does.
Wages and continuity
Same people, better run.
Retained employees move onto our payroll with our benefits, our screening, our training and our supervision. Wage and benefit specifics are agreed during transition and discussed with you before anything is communicated to staff.
For residents, the intent is that the transition is visible in the standard and invisible in the faces.
You control the announcement
Nothing is said to your staff until you say it.
We work to your communication plan and your timing, we will attend the meeting where it is announced if you want us there, and we take the questions in the room rather than leaving your administrator to answer for a company they have just hired.
Start here
Tell us what your facility needs.
We walk the facility with your administrator, director of nursing or environmental services director, review the current scope, the linen position, the condition of the floors and the state of the documentation, and put the whole scope in writing.