Charlyanne M. Nester, BSN, RN

GENERATIONS IN THE WORKPLACEThe Nurse Administrator’s Role in Maintaining Generational Competency

Introduction Current workforce is diverse Four distinct generations

The Silent Generation The Baby Boomers Generation X Generation Y

Differing goals, expectations, and teaching-learning styles lead to conflicts in the workplace, interpersonal tension, decreased job satisfaction and decreased productivity

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

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

Causes con’t. 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

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

Literature Review Studies on:

Communication styles of the multigenerational team

Job satisfaction and retention Stress and conflict in the workplace Carefronting as a strategy

Nurse Administrator Intervention The importance of creating an

environment that encourages individuals to want to be a part of the profession

Clear communication Mentoring and coaching Modeling carefronting

Strategies for Coaching Silent Generation:

Professional and official Authoritative leadership Formal meetings Tangible rewards, valuing and respect

Baby Boomers: Remind them of the impact they make on the lives

of others to provide purpose and meaning Recognition and rewards (pay for performance) Offer mentor roles for younger nurses Be mindful of role overload

Strategies for Coaching Generation X:

Informal atmosphere Provide and support education and career-

development opportunities Internet access Provide individual tasks, allow independent work Autonomy, shared governance

Generation Y: Coaching, mentoring, intensive support Personal, immediate feedback Flexible scheduling Teamwork

Conclusion Promote an environment where all perspectives

are valued Be aware of personal bias Develop teams with patient care as the focal

point Model carefrontingDespite 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.

Questions?????????????????????????????????????

ReferencesAmerican Nurses’ Association. (2009). Nursing Administration: Scope and standards of practice.

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ReferencesSherman, R. O. (2006). Leading a multigenerational workforce: Issues, challenges, and strategies.

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Stewart, D. W. (2006). Generational mentoring. The Journal of Continuing Education in Nursing,

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