Sunrise Senior Living Management Inc demographics and statistics

Working at The Quadrangle at Sunrise Senior Living, I appreciated the camaraderie within many departments. Most employees genuinely cared about the residents’ well-being and collaborated effectively to meet their needs. Many managers and directors showed understanding about work-life balance, particularly when it came to family emergencies, which was a positive aspect of the work environment.

The challenges far outweighed these positives. I was severely overworked and underpaid, as were many of my colleagues. Positions that were originally designed for three employees were left to just one person, leading to constant stress and burnout. Unfortunately, management often prioritized personal relationships over professional qualifications, hiring unqualified individuals into leadership roles based on friendships rather than merit. These managers often lacked both the technical and ethical skills needed for their positions, and their behavior reflected a sense of pride and superiority rather than professionalism. When I attempted to suggest improvements—such as proper training for new hires, who frequently came to me instead of their managers with questions and concerns—my suggestions were often met with resistance and dismissiveness. The unqualified managers showed more pride than openness, unwilling to accept feedback or recognize the impact their lack of knowledge had on others. Essential information, like the proper process for calling out sick or basic campus navigation, was left out of new hire orientations, setting up new employees for failure from the start. These issues were raised to higher-level directors, but concerns were brushed aside with remarks like, "I don't believe that's that person’s character." Hiring appeared to be more about filling spots than finding competent professionals, which left the dedicated employees who truly cared about the residents to shoulder even more responsibility. The only time these managers displayed any regard for their roles was during visits from corporate executives or health inspectors. At those times, they temporarily put their pride aside to assist team members, demonstrating that they were aware of the issues but unwilling to address them otherwise. Training, in particular, was disorganized and inconsistent; there was no structured plan for new employees, and unless a manager favored you, you were essentially left to teach yourself. This lack of training put the residents at risk, as it left staff ill-prepared to meet their needs effectively.

My favorite part about working there was the dedicated team of hardworking employees who took their roles seriously and genuinely cared for the residents. Despite challenging circumstances and a stressful environment, they found ways to bring positivity and joy, even in difficult situations. The health benefits were adequate, but at the time I left, there was no 401k match. Paid time off (PTO) accumulated extremely slowly, and employees were not paid out for unused sick time upon termination. The residents themselves were incredibly kind, which made the work feel worthwhile despite these challenges.

I never had the opportunity to meet the CEO when they visited our campus. They didn’t meet with each department or take time to connect with employees. Instead, they would hold private meetings with the directors and then leave. This gave employees the impression that our job security and workplace conditions were solely in the hands of the directors. Whatever information—accurate or not—that directors shared about their departments was likely all the CEO would hear.

When I started, the company was deeply focused on the residents' needs, creating a culture where employees were genuinely motivated to provide attentive and compassionate care. This resident-centered approach encouraged team members to take pride in their roles and brought a strong sense of purpose to the workplace. However, over time, the company’s focus shifted more toward cost-cutting and managing expenses. This change led to reduced pay rates, which made it difficult to attract and retain qualified candidates. As a result, the company often hired underqualified employees and managers, leading to inconsistent levels of care and commitment. Some employees were passionate about their work, while others saw it as just a job, lacking the drive to provide quality service. To create a positive culture again, the company could consider several improvements. First, aligning pay and benefits with industry standards would help attract skilled, dedicated candidates who view this work as a calling rather than just a paycheck. Investing in comprehensive training programs for all employees, especially managers, would ensure everyone understands and embodies the company’s mission and values. Management could also make a stronger commitment to implementing the team member creed, actively demonstrating these principles in daily interactions and decision-making. Regular feedback sessions where employees feel safe to voice concerns and suggestions could further improve morale and build a more cohesive, mission-driven environment. A renewed focus on supporting employees in their roles and recognizing their efforts would help restore the resident-centered culture, making it a place where everyone feels valued and motivated to provide excellent care.

I prepared for my interview by researching the company and learning about the campus where I hoped to work. I reviewed the job description, qualifications, and requirements to ensure I was well-informed. I dressed professionally and approached the interview with a positive attitude

The compensation was generally average or below average, depending on your negotiation skills. If you were skilled in negotiating, you could secure an average or even above-average salary. However, like many companies in the U.S., they initially offer a lower amount to see what they can get away with.

The Quadrangle building itself is quite diverse. In my six years working here, I have yet to see a male Executive Director. While having a male director wouldn’t necessarily be negative, the absence of one highlights a commitment to diversity in leadership. In my opinion, the company is very diverse, representing various cultures and traditions and, in some cases, placing qualified individuals from different backgrounds in leadership roles.

My team members brought me a lot of joy, and I took pride in knowing that I was able to make our residents happy in my own unique way. Realizing that I may one day reach their age and be in their position motivates me to continue working hard for them, with the hope that someone will one day do the same for me