powerpoint presentation your ountry _ ... generation group usually have a blend of characteristics...

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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


Defining People*

Betty Grable

Charles Lindberg

Ella Fitzgerald

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Defining Events

Korean War


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


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


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


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


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Generation Y


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


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


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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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


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


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


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 Y: 1977 – 1997


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


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)


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


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)



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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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


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


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


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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”


Baby Boomers

Take copious notes

Learned this technique in school

Appreciate time to write everything down

Reinforces material


Generation Xers

First technology-oriented generation

Abhor inactive slides!

Want learning opportunities that are: Creative Interactive Online


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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


Generation Xers

Working with teams Notes on poster paper taped to wall

Also May Abhor:


Generation Xers

Tell them what outcome should be

Give them tools to do it

Get out of their way

Problem Solvers


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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


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


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


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Generation Yers

Help them grow intellectually

Fully expand their skills

Show Them How Education Will:


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.


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


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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


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!

[email protected]

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.

https://bhw.hrsa.gov/sites/default/files/bhw/nchwa/rnsurveyfinal.pdf Accessed March 31

http://www.nursing/

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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.

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