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The Multigenerational Workforce:How to Recruit/Retain the BEST
andMotivate/Manage the REST!
Sandra A. Cupples, PhD., RN, FAAN
No disclosures or conflicts of interest
Objectives
Describe the generations currently in the nursing workforce Discuss the significance of a multigenerational nursing workforce Identify 2 potential sources of inter-generational conflict Discuss generational preferences regarding key workplace issues Identify 2 strategies to leverage generational attributes relative
to key managerial functions
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A Vignette……
Responses
“What time do you need me?”
“Call me back if you can’t find anyone else.”
“How much will you pay me?”
“Sorry. I have plans. Maybe next time.”
Responses illustrate attitudes among different generations currently in nursing workforce
“Generation” - Definition
An age cohort that:
Shares unique formative years, experiences, teachings
Develops unique core values and attitudes that are different from other generations
DelCampo et al 2011.
Formative Years
Ages 20 – 23
Common influences that determine a generation’sshared characteristics:
Parental guidance Interactions with peers Media Popular culture Economic, historical and political events
Ages/birth years = primary boundaries when defining a generation but the true divisions lie in cultural differences
DelCampo et al 2011.
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Adversity
Diversity
ComplexityTechnology
Economy
Generational Diversity Model
ValuesAttitudes
ExpectationsOutlook
Questions to Illustrate the Influence of Cultural Differences
What message was displayed on recruiting posters during WWII?
“Help Your Country”
“Volunteers Needed”
“Become a Nurse”
“Join Now”
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Who was the first human to rocket into space?
John Glenn
Alan Shepard
Neil Armstrong
Yuri Gagarin
What 1980s prime time show dramatized the lives of 8 characters who lived in a California
apartment complex?
Melrose Place
Friends
Beverly Hills 90210
Three’s Company
Which actor portrayed Harry Potter?
Robbie Coltrane
Daniel Radcliffe
Rupert Grint
David Yates
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Name Birth Years Current Age Range
Silent Generation 1925 -1945 72-92
Baby Boomers 1946 - 1964 53-71
Generation Xers 1965 - 1976 41-52
Generation Yers 1977 - 1997 20-40
Generations in the Nursing Workforce
Objective 1
2008 HRSA Study
The Registered Nurse Population: Findings from the 2008 National Sample Survey of Registered Nurses. September 2010. U.S. Department of Health and Human Services, Health Resources and Services Administration.https://bhw.hrsa.gov/sites/default/files/bhw/nchwa/rnsurveyfinal.pdf
Nurses in U.S. Workforce by Age
10.60%
21.60%
27.40%
29.70%
10.70% Less than 30
30-39
40-49
50-59
60 and older
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Percent of Employed RNs Working Full Time and Part Time by Age
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
70 and Older
65 - 69
60-64
55-59
50-54
Under 50
30.3%
43.6%
67.1%
76.3%
78.1%
76.4%
69.7%
56.4%
32.9%
23.7%
21.9%
23.6%
Full time
Part time
4 Generations with differing expectations
regarding:
OrientationTrainingCareer goalsJob changesRewardsRetirementSchedulingPerformance AppraisalsEducation
Objective 1, 2
Differing Expectations = Potential Sources of Intergenerational Conflict
Work Life Balance/Scheduling Performance Reviews Education
Objective 3
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Implications for Nurse Executives and Managers*
YOU may be:
Supervising staff young enough to be your children
Or old enough to be your parents!
What does this have to do with managing the multigenerational workforce?*****
Understand them
Accept them
Value them
Recruit/retain the best
Manage/motivate the rest!
Ability to “walk in their shoes”
Generational Typologies
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A Word of Caution About Generational Typologies
Bell curve: Most people will be in the middle Most people will be very much like their generational
typology Some people with be completely unlike their typology People who are born at the beginning or end of a
generation group usually have a blend of characteristics of their own generation and the next closest group.
Silent Generation (1937-1945)
Birth Years 1937 - 1945
Other Names “Traditionalists”“Veterans”
World Events Great Depression; WW II; polio epidemic; arms race; Cold War
Work Values Respect authority; dedicated to institutionValue consistency and “law and order”Disciplined; Detail-orientedLoyaltyDelayed gratification
Silent Generation (1937-1945)
Defining People*
Betty Grable
Charles Lindberg
Ella Fitzgerald
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Silent Generation (1937-1945)
Defining Events
Korean War
Silent Generation (1925-1945)
Use it up, Wear it Out, Make it do, or Do without”
Lower 2006
Characteristics of “Silent Generation” (1937-1945)
More Positive Less Positive
Adaptive; inclusiveCourageousGood listeners; good facilitatorsDelayed gratificationDerive pleasure from job well doneLoyal to companySelf-disciplined; self-sacrificingStrong work ethicRespect authorityPatrioticThrifty; save moneyReligious
ConformistCautiousIndecisiveRisk adverseUnadventurous
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Baby Boomers
Birth Years 1946 - 1964
Other Names “Flower children”
World Events Korean and Vietnam warsCivil rights, equal rights movementsKennedy and King assassinations“Flower power”; counterculture
Work Values Loyal to work and homeTeam players“One for all; all for one”Strong work ethicHigh ideals
DelCampo, 2011; Lower 2006
Baby Boomers (1946-1964)
Vietnam War
F owerPower
Defining Events
Characteristics of Baby Boomers
More Positive Less Positive
Strong work ethic (workaholics)Job defines their statusCareer-minded; idealisticCooperative; team playersDedicated to work and homeCan work within a hierarchyConcerned with work contentRisk takers; big thinkersConsensus buildersGood decision makersGood mentors
RebelliousResist change
Feel they “paid their dues”
Difficult to keep up with technology
Conflict: use passive-aggressiveness
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Generation XBirth Years 1965 - 1976
Other Names
“20 Somethings”; “Me generation”“Latch-key kids”
WorldEvents
Cold War; Iran ContraAIDS epidemic
WorkValues
Tech-savvyChange is not scaryValue quality of lifeStrive on challengePrefer being a “free agent”Like immediate feedbackDon’t mind following, but also want to lead
DelCampo, 2011; Lower 2006
Generation X*
Kent State
Generation X (1965 – 1976)*
Down-sizing
Conclusion: It does not pay to be too loyal to a company!
Lower 2006
Right-sizing
Mergers Takeovers
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Generation X (1965 – 1976)
Least nurtured, least understood and least supervised of all generations
Many raised themselves with TV a surrogate parent
Developed “survival mentality”
Are extremely self-reliant
Generation X (1965 – 1976)
Of Digital Natives
To truly integrate computer technology into their everyday work
First Generation
Generation XMore Positive Less Positive
Talented; entrepreneurialThrive on change and challengesFlexible; InclusiveLike immediate feedbackParallel thinkers (can do several things at once)Like to volunteerFocused; goal-directedSelf-reliant; successfulCommitted to work-life balanceRespect learning, educationTechno-savvyOutspokenValue quality of life
Skeptical; dismissiveInterested in immediate, tangible needsJob hoppersCynical; indifferentRaised to be individualistsMay lack basic reading, math, and communication skillsSelf-absorbedDisillusionedEasily boredMay lack basic social skillsLess company loyalty
DelCampo, 2011; Lower 2006
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Generation Y
Birth Years 1977 - 1997
Other Names Millennials; Generation Xers “on steroids”; Entitled Generation; Net Generation
World Events Gulf War; Desert Storm; Berlin Wall; Breakup of Soviet Union; Oklahoma City Bombing; Unabomber
Work Values Loyalty: colleaguesBuild parallel careersWork that has meaning for themWork isn’t everythingContinuous learning = way of life
Generation Y
Berlin Wall
Generation Yers
More Positive Less Positive
EntrepreneurialGet along well with parents
Family-centeredOptimisticWelcome guidanceSensible; Insightful
Build parallel careers
Think it is “cool to be smart”
Very high expectations about money
Not interested in “grunge work” but in work that has meaning for them
Don’t stay with any institution very longFirst job = “training job”
Skeptical about employer’s commitment to them
Skeptical about what they owe their employer
Lower 2006
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Generation Yers
Society tried to protect them from failure Sports Education
Implications for performance reviews
Strategies
Recruitment/Retention Motivation/Management
Silent Generation (1937-1945)
Characteristic Recruitment/RetentionManaging/Motivating Strategy
Want to be useful but need fewer physical demands and less stress
Create flexible work schedules
Develop comprehensive ergonomics program:
* Potential for injury ↑ as nurses and patients become overweight/obese
* Also beneficial for younger nurses!
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Silent Generation (1937-1945)
Characteristic As a result, they….. Recruitment/RetentionManaging/Motivating
Strategy
Thrifty and save money
Are financiallystable; compensation is not a major factor for them
Focus on other benefits: * Part-time or project
employment; * Phased retirement
program so they can work fewer hours
Characteristic As a result, they….. Recruitment/RetentionManaging/Motivating
Strategy
Loyal to company Learn best when training is linked to the good of the institution
Make the linkage between the training requirement and its relationship to the good of the institution
Respect experience Derive pleasure from a job well done
Be careful not to marginalize them. Recognize achievementsReward expertise
Silent Generation (1937-1945)
Lower 2006
Baby Boomers (1946-1964)
Issue Recruitment/RetentionManaging/Motivating Strategy
College tuition for children
Offer tuition reimbursement for children of full-time nurses who will work full-time while child is in college
Tired of doing same job
Partner with local nursing school to have experienced nurses teach students
“Sandwich Generation”
Employee Assistance ProgramOn-site elder care programSubstitute caregiver program
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Generation X: 1965-1976
While Growing Up As a result, they….. Recruitment/RetentionManaging/Motivating
Strategy
Both parents worked full time with long hours
Divorce rate skyrocketed to 40%
Parents were often painfully absent
Insist on balancing work and home life now (not when they are retirement age)
Family is a priority
Offer/create people-focused, family-friendly, flexible work schedules
Experienced a constantly changing world
Accept change,difference, diversity
Create opportunities for spontaneity rather than rigid agendas
DelCampo 2011; Lower 2006
While Growing Up As a result, they….. Recruitment/RetentionManaging/Motivating
Strategy
Education was less rigidand less formal
Have much creativity and imagination
Engage them in projects in which they can use their creativity
Witnessed much down-sizing, closures, mergers, etc.
Have more commitment to their careers than to their organizations
Offer opportunities for skill development and enhanced productivity
Encourage self-study education options; mentoring
The more they learn, the more they’ll stay!
Generation X: 1965-1976
Generation Y: 1977 – 1997
While Growing Up As a result, they….. Recruitment/RetentionManaging/Motivating
Strategy
Family values came back into vogue
Are family-centered and value work-life balance
Create family-friendly work schedulesOffer fitness allowances
Often were required to do community service in school
Are community-and team-oriented
Provide opportunities for them to volunteer and work on team projects
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Generation Y: 1977 – 1997While Growing Up As a result, they….. Recruitment/Retention
Managing/Motivating Strategy
Were taught that education = key to success
Believe that continuous learning is a “way of life”
Offer meaningful educational opportunities that will enable them to “contribute” and “add value”• Internships• Coaching
Often had over-regulated and over-planned lives
May put pressure on themselves to “measure up” to others’ expectations
May need guidance; may need to be “rescued” from unrealistic expectations
Strategies Recruitment/Retention Motivation/Management
Work-Life Balance and Scheduling Performance Reviews (Feedback) Education
What is “Work-Life Balance?
Work Family
SelfFriends
Meaningful daily achievement and enjoyment in each of life’s 4 quadrants:
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Work-Life Balance
Does not mean “equal” balance E.g., does not mean equal hours in each quadrant
Means that we have daily achievement and enjoyment in each
Does not remain constant over time One size does not fit all
Work Family
SelfFriends
Worklife BalanceInternational Research
Regus Worklife Balance Index
• Satisfaction with amount of time spent at home with family and at work
• Working hours• Job enjoyment• Stress• Health• Vacation time• Sense of achievement
Measures
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0 20 40 60 80 100 120 140 160
France
Germany
Belgium
Japan
UK
Australia
USA
Netherlands
Global Average
Canada
South Africa
China
Brazil
India
Mexico140
Regus 2013 Worklife Balance Index
26,000 professionals in 90 countries; Scores range from 0 to 160 with a higher score = greater balance; Global average = 124.
Scores range from 0 to 160;Higher score = greater balance
124
0 20 40 60 80 100 120 160
0 20 40 60 80 100 120 140 160
Gen X and Y
Baby Boomers
US: Gen X and Y report more work-life balance than Baby Boomers.
Generation-Specific NeedsWork-Life Balance
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Strong work ethic: May have volunteered to: Work holidays Take less desirable vacation weeks
Helping them shift the balance may mean: Encouraging them to put themselves first occasionally
Silent Generation (1925 - 1945)Objective 4
Characteristic Recruitment/RetentionManaging/Motivating Strategy
Want to contribute and be useful but need fewer physical demands and lessstress
Create flexible work schedules
Offer 8 hour vs. 12 hour shifts
More days off between shifts
Shift-sharing; part-time employment
Jobs in less demanding units
Work – Life Balance
Objective 4
Strichler 2013
Silent Generation (1925 - 1945)
Characteristic Recruitment/RetentionManaging/Motivating Strategy
Want to contribute and be useful but need fewer physical demands and lessstress
Rest breaks; respite rooms
Ergonomic strategies such as:- Nurse server cabinets in rooms- Accessible outlets
Electronic aids for point-of-service retrieval of information and documentation
Work – Life Balance
Objective 3
Strichler 2013
Silent Generation (1925 - 1945)
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Baby Boomers
Help me balance everyone else and find meaning myself
May be dealing with single-parent household, growing children, aging parents, demanding job, and looming retirement
Ready to admit they “can’t do it all” by themselves Always idealistic, now questioning/searching for
“meaning” May need Organizational Development services for
mentoring
Objective 4
Baby –Boomers (1946 – 1964)
Work – Life Balance
Characteristic As a result, they….. Recruitment/RetentionManaging/Motivating
Strategy
Current agerange: 53 - 71
“SandwichGeneration” caring for elderly parents and children at the same time
Employee Assistant ProgramOn-site elder care program
Substitute caregiver program
Objective 3
Generation Xers (1965 – 1976)
Give me balance NOW!
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Generation X: 1965-1976
While Growing Up As a result, they….. Recruitment/RetentionManaging/Motivating
Strategy
Both parents worked full time with long hours
Divorce rate skyrocketed to 40%
Parents were often painfully absent
Insist on balancing work and home life now (not when they are retirement age)
Family is a priority
Offer/create people-focused, family-friendly, flexible work schedules
On-site day care
DelCampo 2011; Lower 2006
Objective 4
Generation Yers
Work isn’t everything. I need flexibility so that I can achieve balance.
Raised with concept of “balance” Competitive pressure to have balance of interests
to get into top schools Workplace = one of many important activities, not top
priority Given flexibility to extent possible, they will find their
own work-life balance
Objective 4
Work – Life Balance
Veterans Baby Boomers Generation Xers Generation Yers
Attitude Work hard to maintain job security
Resistant to taking too much time off work for fear of losing their place in workforce
Parents =Boomer workaholics
Work = that which fills the time between weekends
Result All work; little “life”
Large imbalance between work and life
Want clear balancebetween work and life
Want balance among work, life, community involvement and self development
Needs Support me in shifting the balance
Help me balance everyone else and find meaning
Give me balance now, not when I’m 65!
I need flexibility so that I can achieve balance.
Objective 2
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SchedulingSilent Generation Strategy
Only knew 8-hour shifts when they entered nursing
12-hours shifts not introduced until the 80s
Older; may not be able to physically handle 12-hour shifts
Offer 8-hour shifts, particularly in PM
Schedule a 12-hour shift with a variety of tasks: e.g., 4 hours of patient care; then 4 hours of mentoring or charge role; then 4 hours of patient care
Schedule them for 4-6 hours per day during peak patient care times
Limit number of 12-hour shifts
Avoid 12-hour shifts on weekends when there is less staff
Objective 5
Scheduling
Baby Boomers and Generation Xers
Strategy
Want flexibility:* Concurrent shifts* Staggered shifts
Offer self-scheduling within unit’s guidelines
Offer combination of 12-and 8-hour shifts
Gen Xers: may prefer weekends if they have small children at home
Objective 5
Scheduling
Generation Y Strategy
May lack stamina for 12-hour shifts due to competing work-life balance demands
May have trouble adapting to loss of time with family and friends
Offer self-scheduling within unit’s staffing guidelines
May prefer weekends if they have small children at home
Objective 5
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Scheduling – Permanent Evening Shift
Generation
Silent Prefer: no young children at homePM shift is less busyPermits more contact with patients and families
X and Y Interfere with their family/social life
Objective 5
Scheduling – Permanent Night Shift
Generation
Xers and some Yers Prefer: Less busyPrefer: Can earn more money
* Paying off student loans* Getting married* Buying first house* Starting family
Objective 5
Performance ReviewsRATING
Exceptional
Exceeds expectations
Meetings requirements
Needs improvement
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Silent Generation
“No news is good news!”
May think performance reviews are irrelevant Reached their desired level of achievement
Still require meaningful performance reviews
Goal: connect them to something that will benefit the unit and themselves
Consider performance plan that offers them mentoring opportunities
New transplant nurses Generation Xers who are venturing into new roles
Objective 5
Baby Boomers
“Once a year is sufficient, thank you!”
May be hitting the peak of their careers and want to branch into “something new”
May have delayed getting advanced education May be interested in pursuing this now
Help them move into areas where they can flourish Particularly if they cannot keep up with physical
demands
Objective 5
In past, performance appraisals examined performance, not behavior
Boomers may have been led to believe that all that mattered was clinical competence
Today’s workplace requires teamwork Boomers may find this difficult to accept
Performance appraisals must address performance AND behavior Particularly if their behavior is not
conducive to teamwork
Baby BoomersObjective 5
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Generation Xers
May not have been given feedback when growing up
Crave timely, accurate, and specificfeedback!
Want to know how to advance
Goals must be realistic
Sorry to interrupt, but
how am I doing?
Objective 5
Example of Manager’s Goals
Obtain ACLS Obtain CCTN or CCTC certification Precept new nurse Teach a class Expand clinical knowledge
Generation XersObjective 5
What is wrong with these goals?
Generation Xers
Want to have a life outside of work
“Work to live”, NOT “Live to work”
Goals may be acknowledged but not accomplished
Objective 5
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Generation Yers
Easiest generation to appraise Accustomed to feedback Accustomed to “serious discussions” with their
family while growing up
“Feedback when I want it!”
Looking for complete picture: Areas of achievement Progress made Areas that need to be worked on
Respond well to action plan developed in concert with manager
Objective 5
Generation Yers
Potential Problem – First Performance Review
Society protected them from “failure”
Less than stellar performance review – may be viewed as “failure”
Key: provide on-going feedback and coaching well before the first performance review
Objective 5
Education
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Silent Generation
Accustomed to being: Taught by a human being Viewed as clinical experts
May not want to admit that they don’t learn as well using technology*
Objective 5 Education
Silent Generation
May take them a little longer to learn new material if they have to:
Unlearn previous material Learn technical vehicle Learn new material
Objective 5 Education
Silent Generation
Preferred Educational Sessions
Marked by courtesy
Respectful of their experience and wisdom
Constitute an opportunity for them to gain knowledge and skills that will enhance their value to the organization
Objective 5 Education
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Baby Boomers
More technically savvy than Silent Generation
Still prefer interpersonal learning to computer training
Good class partners with Silent Generation
Understand where Silent Generation is coming from
Willing to help Silent Generation without “techno babble”
Objective 5 Education
Baby Boomers
Take copious notes
Learned this technique in school
Appreciate time to write everything down
Reinforces material
Objective 5 Education
Generation Xers
First technology-oriented generation
Abhor inactive slides!
Want learning opportunities that are: Creative Interactive Online
Objective 5 Education
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Generation Xers
May prefer to learn alone
May have short attention span
May fast forward through parts they know
May rewind parts they need to learn
Objective 5 Education
Generation Xers
Working with teams Notes on poster paper taped to wall
Also May Abhor:
Objective 5 Education
Generation Xers
Tell them what outcome should be
Give them tools to do it
Get out of their way
Problem Solvers
Objective 5 Education
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Generation Xers
Do not intend to stay at one job for entire career
With each new employer, they want to: Learn new skills Develop their careers Take marketable skills with them to new job
Objective 5 Education
Generation Xers
Value Education That:
Makes efficient use of their time
Makes full use of technology
Enhances their skill set
Is individually focused rather than team focused
Is relevant to their careers
Objective 5 Education
Generation Yers
Accustomed to fast-moving, fun and entertaining educational technology
“Old style” of teaching nurses is obsolete
Typically do not want to sit and read
Objective 5 Education
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Generation Yers
Help them grow intellectually
Fully expand their skills
Show Them How Education Will:
Objective 5 Education
Intergenerational Differences: At-A-Glance
Veterans Baby Boomers
GenerationXers
Generation Yers
Career Goals
Build a legacy
Build a stellar career
Build a portable career
Build a parallelcareer
Changing jobs
Carries astigma
Puts you behind
Is necessary Is part of my routine
Balance Help me shift the balance
Help me balance everyoneelse and find meaning myself
Give me balance NOW – not when I’m 65!
Work isn’t everything. Give me flexibility and I can balance.
Veterans Baby Boomers
GenerationXers
Generation Yers
Retirement Reward Retool Renew Recycle
Rewards A job well done
Money, title, recognition
Freedom Meaningfulwork
Feedback No news is good news
Once a year, documented
Sorry to interrupt, but
how am I doing?
Whenever I want it at
the bush of a button
Training I learned the hard way, you can too!
Train ‘em too much and
they’ll leave
The more they learn,the more they stay
Continuous learning = a way of life
Intergenerational Differences: At-A-Glance
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Veterans Baby Boomers
GenerationXers
Generation Yers
Orientation Focus
History, culture, mission,and traditions
Corporatehierarchy, strategy, innovations,opportunity for career
Innovations, excitingaspects
while being factual and
straight-forward
Use variety of media and experiential learning;allow access to peers
Intergenerational Differences: At-A-Glance
In Conclusion……
Goals
Not to determine who is right and who is wrong
Key: Understand generational differences, including our own
Build synergy
Manager
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Baby Boomers
VeteransGeneration
Xers
GenerationYers
Manager
Teamwork
Capitalize on generational differences to enhance the work of the entire team
A Vignette……
Responses
“What time do you need me?”
“Call me back if you can’t find anyone else.”
“How much will you pay me?”
“Sorry. I have plans. Maybe next time.”
Veterans
Baby Boomers
Generation X
Generation Y
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New Generation on the Horizon*
Generation Z
Born around 1998-2009 First generation born in 21st century
Many of them may be taking care of us someday!
Thank you for your attention!
Gracias!
Grazie!
Arigato!
References
DelCampo et al. Managing the Multi-Generational Workforce: From the GI Generation to the Millennials. Burlington, VT: Gower Press, 2011.
Kover, CT et al. Work attitudes of older RNs. Policy, Politics, and Nursing Practice, 2007; 8(2):107-119.
Simoens S, et al. Tackling Nurse Shortages in OECD Countries. OECD Health Working Papers (19). www.oecd-library.org
Lower, J et al. A Practical Guide to Managing the Multigenerational Workforce: Skills for Nurse Managers. Marblehead, MA: HCPro Inc., 2006.
Lancaster LC, Stillman D. When Generations Collide. New York: HarperCollins, 2005.
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References
Cennamo L, Gardner D. Generational differences in work values, outcomes, and person-organization values. J Managerial Psychology, 2008; 23(8):891-906.
Sherman, R., (May 31, 2006). "Leading a Multigenerational Nursing Workforce: Issues, Challenges and Strategies". OJIN: The Online Journal of Issues in Nursing. Vol. 11, No. 2, Manuscript 2.
The Registered Nurse Population: Findings from the 2008 National Sample Survey of Registered Nurses. September 2010. U.S. Department of Health and Human Services, Health Resources and Services Administration. Available at: https://bhw.hrsa.gov/sites/default/files/bhw/nchwa/rnsurveyfinal.pdf Accessed March 31, 2017
Budden JS et al. Highlights of the National Workforce Survey of Registered Nurses. Journal of Nursing Regulation. 2013:4(2):5-14.
References
Moore J et al. Multigenerational Challenges: Team-Building for Positive Clinical Workforce Outcomes. The Online Journal of Issues in Nursing. 2016: 21(2). Manuscript 3.
Douglas M et al. Improve the Function of Multigenerational Teams. Nursing Management. January 2015. Available at: www.nursingmanagement. com
The Multigenerational Nursing Generations Questionnaire: Development, Reliability, and Validity Assessments. Journal of Nursing Management. 2017 Feb 6. doi: 10.1111/jonm.12465.
References
Miller LS et al. Case Management Matters: The Multigenerational Workforce. Professional Case Management. 2014: 19(1): 46-51.
Wieck KL et al. Retention Priorities for the Intergenerational Nurse Workforce. Nursing Forum. 2010:45(1):7-17.
Outten MK. From Veterans to Nexters: Managing a Multigenerational Nursing Workforce. Nursing Management. 2012:43(4):42-47.
Sparks AM. Psychological Empowerment and Job Satisfaction Between Baby Boomer and Generation X Nurses. Journal of Nursing Management. 2012:20(4):451-460.
Hahn JA. Managing Multiple Generations: Scenarios from the Workplace. Nursing Forum. 2011:46(3):119-127.
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References
Roebuck DB et al. Cross-Generational Perspectives in Work-Life Balance and Its Impact on Women’s Opportunities for Leadership in the Workplace. Advancing Women in Leadership. 2013:33:52-62.
Baker JD. The Multigenerational Preoperative Nursing Workforce: A Celebration for Labor Day (Editorial). AORN Journal. 2012:96(3): 231-234.