Beyond Incentives: Senior Living’s Next Growth Phase
Beyond Incentives: Why Senior Living’s Next Growth Phase Depends on Talent, Not Just Tactics
The senior living industry is entering a new era of demand—and with it, a new level of complexity in how communities drive occupancy and performance. According to industry data, senior housing occupancy continues to rebound, recently surpassing 84% nationally, with demand expected to accelerate as the 80+ population grows by more than 4% annually through 2030. At the same time, providers face ongoing challenges with staffing, retention, and rising operational costs.
Against this backdrop, many organizations are rethinking how they incentivize performance.
As highlighted in Senior Housing News by Austin Montgomery, operators—including The Aspenwood Company—are moving beyond traditional compensation models to better align incentives with both results and culture.
But one insight stands out:
The problem isn’t just how we incentivize outcomes—it’s what we measure in the first place.
The Shift from Lagging Metrics to Leading Behaviors
For years, senior living sales teams have relied on metrics like:
Inquiry-to-tour ratios
Tour-to-move-in conversions
While useful, these are lagging indicators—they tell us what already happened, not what will happen next.
As Aspenwood’s Vice President of Sales, Joshua Bentley, noted:
“Just changing a commission plan is really an outdated concept.”
Focusing only on outcomes can limit a community’s ability to reach its full potential. Instead, Aspenwood is helping lead a shift toward leading behaviors—the actions that directly influence future results.
This includes tracking and coaching around:
Next-Step Capture Rate – measuring how effectively prospects are guided forward
Visit Preparedness Index – ensuring every tour is personalized, informed, and intentional
These aren’t just metrics—they’re behavioral drivers of performance.
Why One-Size-Fits-All Incentives No Longer Work
The industry is also moving away from standardized, portfolio-wide commission plans.
And the reason is simple:
No two communities operate in the same reality.
A lease-up community requires urgency and volume
A stabilized community at 95%+ occupancy requires precision and rate optimization
Different markets demand different positioning strategies
Aspenwood’s approach reflects this reality with:
Community-specific goals
Flexible incentive structures
Real-time adaptability based on performance and market conditions
This ensures incentives are not just motivating—but relevant and achievable.
The Real Differentiator: Talent
While the industry conversation often centers on compensation, Aspenwood takes it a step further:
Performance doesn’t start with incentives. It starts with people.
In an environment where:
Senior living turnover can exceed 50% annually in some roles
Sales teams drive up to 40% of new monthly revenue
Employee engagement is directly tied to resident satisfaction and retention
…the ability to attract and develop the right talent is a true competitive advantage.
At Aspenwood, this means:
Hiring for both skill and cultural alignment
Training teams to understand why behaviors matter—not just what to do
Creating alignment between sales and operations, ensuring a seamless resident experience
Because a strong tour isn’t just a sales function—it’s an operational one.
And a committed prospect isn’t just a conversion—it’s the result of trust built לאורך the journey.
Aligning Performance with What Matters Most: NOI
Another key industry shift is tying incentives more directly to Net Operating Income (NOI).
This ensures that:
Sales efforts drive profitable growth—not just occupancy
Operational efficiency is part of the performance equation
Teams understand how their actions impact the bottom line
At Aspenwood:
Sales teams are incentivized on revenue captured
Community leaders are aligned to NOI performance
Strategies reduce unnecessary costs, including over-reliance on third-party leads
The result is a clear connection between behavior, performance, and profitability.
Breaking Silos to Build Stronger Communities
High-performing communities don’t operate in silos.
That’s why Aspenwood extends incentives and accountability beyond sales to include operations:
Executive Directors
Health and Wellness teams
Department leaders
When teams are aligned:
Tours are stronger
Move-ins are smoother
Retention improves
And ultimately, communities don’t just fill units, they build momentum.
Culture Is the Multiplier
Even the most sophisticated incentive plan will fail without the right culture behind it.
Industry data consistently shows that organizations with strong cultures see:
Higher employee retention
Better resident satisfaction scores
Stronger financial performance
At Aspenwood, culture is built through:
Recognition and celebration
Clear expectations and accountability
Ongoing development and training
A shared commitment to Live Life Well
Because incentives may drive behavior—but culture sustains it.
What This Means for Our Partners
For investors, owners, and development partners, this approach delivers measurable impact:
Stronger, more consistent occupancy growth
Improved staff retention and engagement
Better resident experiences and outcomes
Increased operational efficiency and NOI
In short:
We don’t just implement strategies. We build teams that execute them.
Looking Ahead
As demand continues to rise and competition intensifies, the senior living providers who succeed will be those who:
Focus on leading indicators, not just outcomes
Build customized, flexible strategies
Invest deeply in people and culture
At Aspenwood, we’re not just adapting to this shift, we’re helping define it.
Because in the end, the future of senior living won’t be shaped by compensation plans alone.
It will be shaped by the people behind them.
Written by - Christina O’Leary