This document discusses the importance of maintaining generational competency in the workplace. There are four distinct generations currently working together - the Silent Generation, Baby Boomers, Generation X, and Generation Y. Each generation has differing goals, expectations, and teaching-learning styles that can lead to conflicts without proper understanding. The nurse administrator's role is to create an environment that values all perspectives and develops teams focused on patient care. Strategies include clear communication, mentoring, coaching, and modeling carefronting behaviors appropriate to each generation.

1. GENERATIONS IN THE WORKPLACE The Nurse Administrator’s Role in Maintaining Generational Competency Charlyanne M. Nester, BSN, RN

2. 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

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 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

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 Studies on: 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 Clear communication Mentoring and coaching Modeling carefronting

9. 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 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 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

11. Conclusion Promote an environment where all perspectives are valued Be aware of personal bias Develop teams with patient care as the focal point Model carefronting 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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13. References American Nurses’ Association. (2009). Nursing Administration: Scope and standards of practice. Silver Spring, MD: Nurses Books.org Anthony, M. K. (2006). Overview and summary: The multigenerational workforce: Boomers and Xersand Nets, oh my! Online Journal of Issues in Nursing, 11(2), 4p, 11 ref. Hertel, R. (2008). Multigenerational workforces: From conflict to collaboration. Academy of Medical-Surgical Nurses, 17(6), 11-15. Hu, J., Herrick, C., & Hodgin, K. A. (2004). Managing the multigenerational nursing team. The Health Care Manager, 23(4), 334-240. Kupperschmidt, B. R. (2006). Addressing multigenerational conflict: Mutual respect and carefrontingas a strategy. Online Journal of Issues in Nursing, 11(2), 14p. 49 ref. Santos, S. R., & Cox, K. (2000). Workplace adjustment and intergenerational differences between Matures, Boomers, and Xers. Nursing Economics, 18(1), 7-13.

14. References Sherman, R. O. (2006). Leading a multigenerational workforce: Issues, challenges, and strategies. Online Journal of Issues in Nursing, 11(2), 5p, 28 ref. Stewart, D. W. (2006). Generational mentoring. The Journal of Continuing Education in Nursing, 37(3), 113-120. Sudheimer, E. E. (2009). Appreciating both sides of the generation gap: Baby Boomer and Generation X nurses working together. Nursing Forum, 44(1), 57-63. Weston, M. (2001). Coaching generations in the workplace. Nursing Administration Quarterly, 25(2), 11-21. Weston, M. J. (2006). Integrating generational perspectives in nursing. Online Journal of Issues in Nursing, 11(2), 11p, 13 ref. Wilson, B., Squires, M., Widger, K., Cranley, L., & Tourangeau, A. (2008). Job satisfaction among a multigenerational nursing workforce. Journal of Nursing Management, 16, 716-723