How Juniper, Maplewood, Erickson Senior Living Train Staff to Overcome Tech Barriers

When it comes to adopting new technologies and systems, senior living operators cite staff capacity and expertise as a top challenge.

Companies including Juniper Communities use regular training to overcome that barrier. The company hired an implementation specialist to onboard new systems and train staff.

“That person’s job is to essentially manage software implementation, which includes not only making sure that the technology works properly, but that our team members can use it effectively,” Lynn Katzmann, founder and CEO of Juniper, told Senior Housing News. “It means developing training, it means going on-site, giving training and coaching people, and it means being a resource.”

Westport, Connecticut-based Maplewood Senior Living takes a hands-on approach for training staff, often including them early in the piloting stages, according to Tom Caprio, director of information technology.

Baltimore-based Erickson Senior Living takes a people and processes approach to adopting new technology initiatives, preferably within the company’s existing application ecosystem so it’s easier and more familiar for staff, Chief Information Officer Hans Keller told SHN. At present, some of the operator’s initiatives cover team member onboarding, process improvements for finance, sales and marketing and inclusive listening.

These operators are constantly in the process of bringing on new technology platforms and systems, and getting staff on board as early as possible helps keep things moving smoothly.

“As we thoughtfully evaluate and adopt new tools, our goal remains the same: making every day easier, safer and more enjoyable for residents and staff alike,” Caprio said.

Bringing on new systems

Maplewood focuses on addressing challenges in workforce efficiency, regulatory complexity and rising operational demands, according to Caprio. The operator is using automation tools for financial planning, contract management and data to streamline its systems. This includes AI solutions, robotics and voice-activated tools.

For the company’s InspIr Embassy Row location in Washington, D.C., it is evaluating three types of robotics serving and delivery, cleaning and safety-assist as support systems for staff. It’s also beginning to use AI-based safety monitoring and predictive analytics to help anticipate resident needs and provide more proactive, personalized care, according to Caprio.

Maplewood takes a “train-the-trainer” method by starting with department leads and “super users.” Once they have a firm understanding of the systems, the operator conducts on-site, scenario-based exercises to help staff become more comfortable using the tools in real-world situations.

“This isn’t just classroom learning, it’s practical, interactive and tailored to each role,” he said. “Our goal is to provide every team member with the skills and confidence they need so they can focus on what matters most, providing exceptional care and service.”

For Bloomfield, New Jersey-based Juniper, accessibility and regular training is the answer. The company’s implementation specialist is available to help with any questions staff have at any level, and Katzmann said if there is a noticeable pattern of requests, a training session will be scheduled for the entire company.

Those trainings continue even years after a new system is implemented, such as a human resource system Juniper adopted around two years ago. To this day, Katzmann said the company hosts training sessions to ensure it is used effectively, as one of the selling points of the system is its ability to identify when frontline staff are approaching overtime and automatically notify substitutes based on availability.

“Even though we rolled out that software some time ago, we continue to work with our team members to make sure we can use things like that system more effectively,” Katzmann said.

Erickson’s rollout process begins with a problem statement before moving on to mapping a future-state process, followed by assessing the change impacts, according to Keller. From there, the new systems are piloted in a few communities before scaling it across the entire company once the outcomes are determined.

Throughout the process, frontline team members “own the pilot,” Keller said.

Overcoming hesitancies

According to a recent Ziegler Link-Age LeadingAge CAST CTO Hotline survey, technology decision-makers see staff capacity as a barrier to adopting new technology practices.

In order to overcome some of the initial hesitancy when adopting a new technology system, operators take a variety of approaches. Even something as simple as avoiding rollouts in November and December due to the holiday season has proven effective, as staff take time off and slow down toward the end of the year, according to Katzmann.

What also helps is the general level of technology savviness has increased over the past five years, and spacing out transitions is an effective practice.

“Patience is a virtue, and I think we all have learned that we learn in different ways, and different people have different skill levels,” Katzmann said. “If you’re doing too many transitions at one time … people become overwhelmed with the amount of work that goes into it, because it does take time to assimilate a new practice.”

Maplewood addresses perceived time burdens and resistance to new systems by making sure new technologies fit seamlessly into existing workflows, simplifying interfaces for staff and providing additional hands-on support through the first 60 days of a new rollout.

The operator also celebrates early adopters of the new systems for setting a positive example amongst their peers, Caprio said.

“With thoughtful implementation and peer support, we empower our teams to embrace new technology and unlock its full potential in their work,” he added.

Erickson’s approach leans into peer support and puts the pilot in frontline staff members’ hands. From there, community and regional leaders model the change and “deliver a day one win,” according to Keller, and the old system is retired to avoid dual-tracking the processes.

“We build a strong support system—champions, peer mentors, and accessible resources—so employees feel guided and confident throughout the transition,” he said. “This combination of involvement, visible leadership, quick wins and ongoing support helps overcome resistance and build momentum.”

He added: “When adoption challenges arise, we dig into the root cause and tailor strategies to close the gaps.”

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