Effectively Leading the

Current Workforce

Bonnie Clipper, DNP, RN, MA, MBA, CENP, FACHE

Chief Nursing Officer

Medical Center of the Rockies

Objectives

• Identify composition of the current workforce.

• Identify characteristics and differences among the

generations in the current workforce.

• Identify successful leadership strategies for each

generation.

Why does it matter that there

are four different generations

in the workplace?

This adds another layer

of diversity. Besides

considering religion,

gender, culture and race,

we also need to think

about generational (not

age) differences.

• This is the first time that there are:

– five generations living together.

– four generations converging in the workplace at

once.

– three generations of leaders in the workplace.

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Consider…

Different Demographics

Projected percentage change in labor force by age, 2006-2016

Percent change

How does this Impact our Work Environment?

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• Communication is different: communication styles, different words, gestures, formal vs. informal, etc.

• Needs are different: free time, money, job satisfaction, etc.

• Goals are different: what defines work success?

Traditionalists Struggle with…

• “Presenteeism” related to medical issues or depression.

• Absence related to medical concerns.

• Respect for diversity.

• Consequences of their lifestyle behaviors, i.e. smoking & drinking.

Source: Paul, R. 2008. Engaging the Multi Generational Workforce.

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Baby Boomers Struggle with…

• The non-traditional work styles of X’ers and Millennial's.

• Technology replacing human interaction.

• Sharing praise and rewards.

• Balancing work and family.

Source: Paul, R. 2008. Engaging the Multi Generational Workforce.

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Gen X’ers struggle with…

• Career development

• Conflict resolution

• Office politics

• Multigenerational team projects

• Balancing work and family

Source: Paul, R. 2008. Engaging the Multi Generational Workforce.

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Millennial’s struggle with…

• Absence related to lifestyle decisions.

• Consequences of lifestyle or risk taking behaviors.

• Respectful communication.

• The world ISN’T fair.

Source: Paul, R. 2008. Engaging the Multi Generational Workforce.

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Tools and Tips

Orientation TipsTraditionalists Boomers X’ers Millennials

• Take time to explain

• Share the organization’s story

• Bring them into the goals of the group

• Tell how they can contribute

• Emphasize goals & challenges

• Show them the opportunities

• Show technology

• Allow time for exploring

• Tell them who’s who and how to locate resources

• Repeat the work life balance message over and over

• De-emphasize workplace politics

• Be clear on expectations

• Show opportunities

• Emphasize quality

• Protected, so will need lots of support

(ICHRN, 2009)

Coaching Tips

Traditionalists Boomers X’ers Millennials

• Tactful

• Private

• Build rapport

• Be respectful

• Ask permission to coach

• “No news is good news”

• Tactful

• Create harmony & agreement

• Use questions instead of statements

• Treat as equals

• Provide yearly feedback with documentation

• Direct & honest

• Value equity & fairness

• Relaxed & informal

• Regular feedback, focused on how they are performing

• Like public recognition

• Develop trust

• Direct & honest

• Show confidence

• Treat like an adult

• Need structure

• Crave continuous feedback

(ICHRN, 2009)

Motivation TipsTraditionalists Boomers X’ers Millennials

• Using personal touch, hand-written notes, calls

• Traditional perks

• Use them as mentors

• Reward is a job well done

• Personal relationships are important

• Public recognition

• Work perks

• Name recognition (quote them in newsletters)

• Rewards hours worked and efforts

• Talk about legacy

• Like involvement participation

• Opportunities to develop skills

• Opportunities for promotion

• Multiple tasks & projects

• Give feedback, but do not micromanage

• Allow some “laxness”

• Freedom is a reward

• Competitive pay & benefits

• Good environment

• Show opportunities for advancement

• Career planning & counseling

• Socially conscious

• Reward is meaningful work

(ICHRN, 2009)

Communication Preferences

• Traditionalists: letter or phone call

• Baby Boomers: phone call

• Gen X’ers: email

• Millennial’s: text message

How a Leader’s response time

is impacted….

Time “allowed” for decision making…

• Traditionalists: approximately 7-10 days.

• Baby Boomers: approximately 1-2 days.

• Gen X’ers: approximately 4-8 hours.

• Millennial’s: approximately 3-5 minutes!

Are all of our Employees

Team Players?Your department is short staffed, what happens if you ask

someone to work a double shift?

• Traditionalist

“I have plans, but I can change them if you need me to.”

• Boomer

“I have plans, but if you can’t find anyone else I will do it.”

• Gen X’ers

“I have plans, but what is worth to you?”

• Millennial

“I worked my shift and I have plans.”

“What do I expect from my boss?”

• Traditionalists

• Want clear direction and expectations.

• Boomers

• Sometimes distrustful of motives, want the chance to advance.

• Gen X’ers

• Options and flexibility, treated like a colleague.

• Millennial’s

• Want to “sit down at the table” to discuss and provide input into decisions, be a team member.

“What does a job mean to me?”• Traditionalists

“What I’ve committed to.”

• Boomers

“Defines me.”

• Gen X’ers

“Not who I am, but what I do.”

“A part of me.”

• Millennial’s

“What I do best.”

“What I like most.”

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Work characteristics of

Traditionalists and Boomers

• Traditionalists

Dedicated and loyal for length of career. If company

succeeds, they succeed. One career, few jobs.

• Boomers

Driven and dedicated, want to contribute and make

the world a better place. Willing to stay with one

company or to move on, in order to have personal

and career needs met.

Work characteristics of

X’ers and Millennial's

• Gen X’ers

Looking for skill portability, will have many jobs (average: one job every 3 ½ years). Want to start at top. Want to move up quickly or “move out”. Want balance between work and life. Avoid long hours. Have fun at work.

• Millennial’s

Looking for skill portability. Will not only have many multiple jobs, but actually many careers, (average tenure 18 months). Pursuant of parallel careers. Want work to be meaningful and purposeful.

Recruitment/Retention in

the Current Workplace

Recruitment TipsTraditionalists Boomers X’ers Millennials

• Don’t rule them out yet

• Look at them for part-time positions

• Stress their valuable experience

• Be very courteous and respectful

• Use messages that speak to traditional values and work

• Acknowledge their vast experience

• Establish a challenge

• Stress human and positive working environment

• Give them credit and respect for their previous achievements

• Show them how to be a star in your organization

• Emphasize balance

• Discuss expected, anticipated organizational changes

• Create a fun, intimate work environment

• Emphasize technology

• Emphasize independence and flexibility in scheduling

• Sell the organization

• Show the opportunities for growth

• Emphasize organizations importance

• Sell them on the organization’s standing in community and sense of civic responsibility

• Customize job opportunities.

• Emphasize flexibly

(ICHRN, 2009)

Success in Retaining Traditionalists

• Allow flexible schedules/shorter hours.

• Provide devices to minimize physical demands (lifting devices, built in bed scales, etc.).

• Facilitate gradual retirement from the patient care arena when they are ready.

• Consider seasonal work to accommodate travel.

• Offer personal touch, get to know them.

• Help others to value and respect this group.

• Use experience to help mentor new staff.

Success in Retaining Baby Boomers

• Promote concept of “slowly winding down” vs. retiring completely.

• Use experience to develop educational materials.

• Solicit them to step up and become supervisors, mentors or preceptors.

• Consider seasonal work to accommodate travel (or even sabbaticals).

• Provide frequent public recognition.

Success in Retaining Gen X’ers • Be aware that you have hard working but short term,

“Free agents “onboard.

• Provide frequent options and allow them to drive process.

• Consistently provide ample opportunities for training and learning new skills, allow job changes in order not to lose them.

• Provide flexibility to allow them to balance work and life.

• Communicate often and involve in decisions (like shared governance).

• Do NOT micromanage (makes them want to shut down).

Success in Retaining Millennial’s

• Involve in decisions.

• Provide lots of current/real time feedback (does not have to be done in person).

• Incorporate lots of technology and chances to use “real time”, web based resources.

• Build and develop their skill base (they want portability).

• Allow them to balance their work flow, they like to multi task –CROSSTRAIN!

• Build flexibility and mobility into their career paths that also works for you too – or they will leave to find it.

• Provide access to social networks.

• Allow time off to participate in their passion (social responsibility).

Millennial's, will they stay or will they go?

• A study of 1773 nurses indicates that 33% of Millennial

nurses plan to leave their job within the next two years.

• This increases to 66% that plan to “be gone” within five

years, even though they indicate they are “highly

satisfied” with their jobs.

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Wieck, et. Al, 2009

Tips for Millennials in the Work Place

• Participate in unit/department councils that make decisions.

• Ask your director/manager for real time feedback (does not have to be done in person).

• Build and develop your skill base.

• CROSSTRAIN!

• Ask to develop a career path, build flexibility and mobility into your career path that works for your organization too.

• Ask for appropriate levels of time off to participate in your passion (may need to reduce hours you work to accommodate your social needs).

• …be patient….

Effective Leadership in theCurrent Environment

Issues in the Workplace

• Appropriate use of social media

• Privacy concerns on Facebook, Twitter, etc.

• Cell phone (photos).

• Texting of patient information.

• Scheduling (holidays & off shifts).

• Parent involvement in interviews, job offers,

evaluations.

• Communication

• Knowledge

• Leadership

• Professionalism

• Business Skills

AONE (2005)

Leader Competencies for Success

• Effective Communication

• Relationship Management

• Influence of Behaviors

• Ability to Work with Diversity

• Shared Decision-Making

• Community Involvement

• Medical Staff Relationship

• Academic RelationshipAONE (2005)

Communication

• Clinical Practice Knowledge

• Patient Care Delivery Models and Work Design Knowledge

• Health Care Economics Knowledge

• Health Care Policy Knowledge

• Understanding of Governance

• Understanding of Evidence-Based Practice

• Outcome Measurement

• Knowledge of, and Dedication to Patient Safety

• Understanding of Utilization/Case Management

• Knowledge of Quality Improvement and Metrics

• Knowledge of Risk ManagementAONE (2005)

Knowledge

• Foundational Thinking Skills

• Personal Journey Disciplines

• Succession Planning

• Change Management

AONE (2005)

Leadership

• Personal and Professional Accountability

• Career Planning

• Ethics

• Evidence-Based Clinical and Management Practice

• Advocacy for the Clinical Enterprise and for

Nursing Practices

• Active Member in Professional Organizations

AONE (2005)

Professionalism

• Understanding of Health Care Financing

• Human Resource Management and

Development

• Strategic Management

• Marketing

• Information Management and Technology

AONE (2005)

Business Skills

• Mediator/Negotiator

• Deal Broker

• Partner/Collaborator

• Team Builder

• Facilitator

New Skills for Leaders

• Barriers to Success

– Lack of Trust

– Wrong People “On the Bus”

– Lack of Commitment

– Lack of Vision

Build a Strong Team

• AccountabilityTeam needs to hold each other accountable.

• ExecutionDo what is promised in a timely fashion.

• InfluenceWork through formal and informal channels to attain organizational goals and outcomes.

Creating a Path for Leader Success

• Certified: (CNM, NEA, NEA-BC, CENP, FACHE).

• Advanced Education: MSN, MA, MBA, MHA (DNP for CNOs).

• Published: consider editorials, short articles or group articles.

• Presentations: get your name & your organization’s name out there.

• Research: sponsor/attend nursing research or initiate a nursing research committee.

What Does a “modern-day” Successful

Nurse Leader Look Like?

• Journal clubs: initiate it and attend 1-2x/year.

• Seek a mentor outside organization or offer to be a mentor.

• Join a professional organization: should be member of AONE & state organization at a minimum.

• Remain current: Attend AONE, Magnet, NDNQI or IHI annually.

• Obtain seat on an external/community board.

What Does a “modern-day” Successful

Nurse Leader Look Like?

A Serious New Threat

The #@* Ceiling (rhymes with glass)

• Baby Boomer leaders are happy to continue working.

• Gen X’ers are likely not going to work as long as Boomers.

• The longer Boomers occupy leadership roles, X’ers will decide to step out and take on non-leader roles, and then retire early.

• Organizational knowledge and experience gaps will result as X’ers step out of the picture and Y’ers eagerly step in.

What is it Like for Less Tenured

(young) Leaders

• Incivility & disrespect.

• Experience and “street cred” issue.

• Steep learning curve.

• Difficulty in identifying strong/willing mentors.

What Can We Do to Help?

• Mentor a young leader.

• Educate staff on generational differences.

• Support leader in their development.

• Continue to create a pipeline of upcoming leaders for support & backup.

• Don’t be caught in reactive mode.

• Identify potential leaders early.

• Mentor an aspiring leader.

• Provide development opportunities for strong staff with leadership potential.

Succession Planning

Rising Concerns

• Future leader needs.

• Adequate talent identification and succession planning.

• Reshaping leadership roles to be attractive to the emerging workforce.

• New model to educate future nurses (inpatient care is decreasing and outpatient care is increasing).

• New nursing roles (CNIO, APRNs, Navigators, etc.).

So what does all of this

mean to me?

This means that leaders

have to be “generationally

competent” in order to be

effective in a dynamic work

place.

More resources at:

newnursesuccess.com

&

@newnursesuccess

Thank you

References• Alsop, R. (2010). Webcast: How the Millennial Generation is Shaking up the Workplace.

• Bureau of Labor Statistics. 2010. Accessed from: http://www.bls.gov/spotlight/2008/older_workers/

• Cordeniz, J.A. July/August, 2002. Recruitment, Retention and Management of Generation X: A

Focus on Nursing Professionals. Journal of Healthcare Management, 47(4). Pp 237-249.

• Carroll, J. Getting Schooled. March, 2003. HealthLeaders. Pp 34-37.

• Clipper, B. (2012). The Nurse Manager’s Guide to an Intergenerational Workforce. Sigma Theta

Tau, Indpls., IN.

• Cox-Otto, P. Generational Management & Community Colleges.

http://interactcom.com/services/seminars/

• Deloitte Development LLC. 2006. Generational Talent Management.

• Hays, S. November, 1999. Generation X and the Art of the Reward. Workforce. Pp 45.

• Hobbs, J.L. First Quarter, 2003. Reflections on Nursing Leadership. Common Ground Pp 14-17.

• Marantz-Henig, R. (2010). What is it about 20-somethings? New York Times.

• Paul, R. 2008. Engaging the Multi-generational Workforce. HR Management. Issue 6.

hrmreport.com/article/Engaging-the-Multi-generational-Workforce/

• Robert Wood Johnson Foundation. April. 2002. Health Workforce Solutions.

• Salt. J., Cummings, G. & Profetto-McGrath, J. June, 2008. Increasing Retention of New Grads.

JONA. 38(6), p. 287-295..

• Strauss, W. & Howe, N. (1991). Generations: The History of America’s Future, 1584-2069. New

York: Quill Publishing.

References

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