Multigenerational Workforce Diversity
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- 1. GENERATIONS IN THE WORKPLACE
The Nurse Administrators Role in Maintaining Generational Competency
Charlyanne M. Nester, BSN, RN
Current workforce is diverse
Four distinct generations
The Silent Generation
The Baby Boomers
Differing goals, expectations, and teaching-learning styles lead to conflicts in the workplace, interpersonal tension, decreased job satisfaction and decreased productivity
3. Description of the Issue
Behaviors derive from values and values affect how work is conducted
Generational membership is a key variable to the determination of behavior (Hu, Herrick, & Hogdin, 2004, p. 335).
Diversity can have a positive affect on an organization
Negative experiences (conflicts) decrease productivity and satisfaction
4. Cause of the Issue
Four distinct generations working side by side
Values based on events, social norms, and hardships during formative years
The Silent Generation (1922-1945):
Uniformity, discipline, a sacrifice
The Baby Boomers (1945-1960):
Independent, critical thinkers, free-spirited, skeptical of Government, materialistic
5. Causes cont.
Generation X (1960-1980):
Latch-Key, assertive, self-reliant, self-directive
Generation Y (after 1980):
Sociable, confident, optimistic, talented, well-educated, collaborative, open-minded, achievement oriented
6. Significance of the Issue
Global shortage of nurses, expected to increase
Increase average age of nurses expected to retire before age 65
Fewer admission seats in nursing programs
20% of new nurses will leave the profession of nursing within 3 years of graduating
Generation Y nurses are disengaging from the profession due to negative attitudes of older nurses
7. Literature Review
Communication styles of the multigenerational team
Job satisfaction and retention
Stress and conflict in the workplace
Carefronting as a strategy
8. Nurse Administrator Intervention
The importance of creating an environment that encourages individuals to want to be a part of the profession
Mentoring and coaching
9. Strategies for Coaching
Professional and official
Tangible rewards, valuing and respect
Remind them of the impact they make on the lives of othersto provide purpose and meaning
Recognition and rewards (pay for performance)
Offer mentor roles for younger nurses
Be mindful of role overload
10. Strategies for Coaching
Provide and support education and career-development opportunities
Provide individual tasks, allow independent work
Autonomy, shared governance
Coaching, mentoring, intensive support
Personal, immediate feedback
Promote an environment where all perspectives are valued
Be aware of personal bias
Develop teams with patient care as the focal point
Despite the differences between the generations, all individuals seek the same thing from their managers: clearly set goals, challenging work, accurate and timely feedback, praise, and rewards for a job well done.
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