Multigenerational Workforce Diversity


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Multigenerational Workforce Diversity

  1. 1. GENERATIONS IN THE WORKPLACE<br />The Nurse Administrator’s Role in Maintaining Generational Competency<br />Charlyanne M. Nester, BSN, RN<br />
  2. 2. Introduction<br />Current workforce is diverse<br />Four distinct generations<br />The Silent Generation<br />The Baby Boomers<br />Generation X<br />Generation Y<br />Differing goals, expectations, and teaching-learning styles lead to conflicts in the workplace, interpersonal tension, decreased job satisfaction and decreased productivity <br />
  3. 3. Description of the Issue<br />Behaviors derive from values and values affect how work is conducted<br />“Generational membership is a key variable to the determination of behavior” (Hu, Herrick, & Hogdin, 2004, p. 335). <br />Diversity can have a positive affect on an organization<br />Negative experiences (conflicts) decrease productivity and satisfaction<br />
  4. 4. Cause of the Issue<br />Four distinct generations working side by side<br />Values based on events, social norms, and hardships during formative years<br />The Silent Generation (1922-1945): <br />Uniformity, discipline, a sacrifice<br />The Baby Boomers (1945-1960):<br />Independent, critical thinkers, free-spirited, skeptical of Government, materialistic<br />
  5. 5. Causes con’t.<br />Generation X (1960-1980):<br />“Latch-Key”, assertive, self-reliant, self-directive<br />Generation Y (after 1980):<br />Sociable, confident, optimistic, talented, well-educated, collaborative, open-minded, achievement oriented<br />
  6. 6. Significance of the Issue<br />Global shortage of nurses, expected to increase<br />Increase average age of nurses expected to retire before age 65<br />Fewer admission seats in nursing programs<br />20% of new nurses will leave the profession of nursing within 3 years of graduating<br />Generation Y nurses are disengaging from the profession due to negative attitudes of older nurses<br />
  7. 7. Literature Review<br />Studies on:<br />Communication styles of the multigenerational team<br />Job satisfaction and retention<br />Stress and conflict in the workplace<br />Carefronting as a strategy <br />
  8. 8. Nurse Administrator Intervention<br />The importance of creating an environment that encourages individuals to want to be a part of the profession <br />Clear communication<br />Mentoring and coaching<br />Modeling carefronting<br />
  9. 9. Strategies for Coaching<br />Silent Generation: <br />Professional and official<br />Authoritative leadership<br />Formal meetings<br />Tangible rewards, valuing and respect<br />Baby Boomers: <br />Remind them of the impact they make on the lives of othersto provide purpose and meaning<br />Recognition and rewards (pay for performance)<br />Offer mentor roles for younger nurses<br />Be mindful of role overload<br />
  10. 10. Strategies for Coaching<br />Generation X:<br />Informal atmosphere<br />Provide and support education and career-development opportunities<br />Internet access<br />Provide individual tasks, allow independent work<br />Autonomy, shared governance<br />Generation Y:<br />Coaching, mentoring, intensive support<br />Personal, immediate feedback<br />Flexible scheduling<br />Teamwork<br />
  11. 11. Conclusion<br />Promote an environment where all perspectives are valued<br />Be aware of personal bias<br />Develop teams with patient care as the focal point<br />Model carefronting<br />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. <br />
  12. 12. Questions?<br />????????????????????????????????????<br />
  13. 13. References<br />American Nurses’ Association. (2009). Nursing Administration: Scope and standards of practice. <br />Silver Spring, MD: Nurses<br />Anthony, M. K. (2006). Overview and summary: The multigenerational workforce: Boomers and <br />Xersand Nets, oh my! Online Journal of Issues<br />in Nursing, 11(2), 4p, 11 ref.<br />Hertel, R. (2008). Multigenerational workforces: From conflict to collaboration. Academy of <br />Medical-Surgical Nurses, 17(6), 11-15. <br />Hu, J., Herrick, C., & Hodgin, K. A. (2004). Managing the multigenerational nursing team. The <br />Health Care Manager, 23(4), 334-240. <br />Kupperschmidt, B. R. (2006). Addressing multigenerational conflict: Mutual respect and <br />carefrontingas a strategy. Online Journal of Issues in <br />Nursing, 11(2), 14p. 49 ref.<br />Santos, S. R., & Cox, K. (2000). Workplace adjustment and intergenerational differences between <br />Matures, Boomers, and Xers. Nursing <br />Economics, 18(1), 7-13. <br />
  14. 14. References<br />Sherman, R. O. (2006). Leading a multigenerational workforce: Issues, challenges, and strategies.<br />Online Journal of Issues in Nursing, 11(2), 5p, <br /> 28 ref. <br />Stewart, D. W. (2006). Generational mentoring. The Journal of Continuing Education in Nursing, <br />37(3), 113-120. <br />Sudheimer, E. E. (2009). Appreciating both sides of the generation gap: Baby Boomer and <br />Generation X nurses working together. Nursing <br /> Forum, 44(1), 57-63. <br />Weston, M. (2001). Coaching generations in the workplace. Nursing Administration Quarterly, 25(2), 11-21.<br />Weston, M. J. (2006). Integrating generational perspectives in nursing. Online Journal of Issues in<br />Nursing, 11(2), 11p, 13 ref.<br />Wilson, B., Squires, M., Widger, K., Cranley, L., & Tourangeau, A. (2008). Job satisfaction among a <br />multigenerational nursing workforce. <br /> Journal of Nursing Management, 16, 716-723<br />