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Redstone Highlands Senior Living Communities


Long-term care provider Redstone Highlands was faced with high turnover. For example, in 2002 the overall turnover rate at Redstone Highlands was 75 percent; the industry norm was 60 to 90 percent. It estimated that the high turnover rate was costing the organization more than $500,000 each year.


Redstone Highlands was not alone in facing these struggles—or in working to overcome them. The organization is one of 14 members of The Faith-Based Network (FBN), a business alliance of nonprofit long-term care organizations with the common goal of enhancing quality and cost-effectiveness of services and facilities. To help all its members better position themselves for ongoing growth and change, in 2003 FBN approached DDI for help with leadership development training, with which it partnered to create a program called Leadership Excellence. Leadership Excellence is based in part on DDI’s Interaction Management®: Exceptional Leaders . . . Extraordinary Results® leadership development system, which emphasizes the competencies leaders need to succeed. It also develops the skills leaders need to build and reinforce a workplace culture that promotes employee retention and engagement.

Based on employee survey results and its retention goals, Redstone Highlands decided to implement the Leadership Excellence program for its leaders through its Redstone Highlands University.

In addition, while developing leaders was a critical component in building a more customer-focused culture, so was creating a better recruitment process to hire leaders and staff who would be more engaged and effective in their jobs. Redstone Highlands decided to replace its unstructured approach with DDI’s Targeted Selection® behavioral interviewing system.

Since 2006, all hiring managers, from executives to those at the supervisor level, have been trained in Targeted Selection®. As new managers have joined the organization, they also have completed the training.


  • Turnover rate for registered nurses reduced from 62.5 percent to 26 percent over a five-year period.
  • Turnover rate for certified nursing assistants reduced from 45 percent to 17 percent.
  • Turnover rate for licensed practical nurses reduced from 16 percent to 10 percent.
  • Quality of care, as indicated by feedback on resident surveys, has been positively impacted.
  • Senior leadership has greater confidence in the selection process for leaders and staff.

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