Bridge the generation-communication gap
When it comes to recruiting, managing, educating, and retaining multigenerational workforces, one size does not fit all
It’s hard to believe. Almost three decades—30 years!—can separate your youngest staff members from the oldest. While the 20-something, “Generation Y” nurses are concerning themselves with flexible scheduling and paid time off, their over-60, “Traditional” counterparts are light years away—worrying about pension plans and professional recognition.
In between, you have to contend with “Generation X” staffers and “Baby Boomers” who are clamoring for an entirely different set of needs and priorities. Whatever you call them—Generation Y or Millennials; Traditionals or Silents; Generation X, Baby Boomers—managing your multigenerational staff can add up to a very gnarly problem.
Don’t let generation gaps lead to miscommunication and staff conflict
In order to manage a multigenerational workforce successfully, the nurse manager has to take into consideration each generation’s unique priorities, motivators, skills, communication styles, and experiences. That’s a tall order for any manager—but especially in today’s stressful hospital environment. Until now, help has been hard to find.
Judith “Ski” Lower RN, CCRN, CNRN, MSN, a well-known and highly respected nursing expert, addresses the problem head-on in her new book, A Practical Guide to Managing the Multigenerational Workforce: Skills for Nurse Managers. Drawing on her many years of experience successfully managing across the generation gap, Lower’s helpful new book will show you how to:
- identify generational differences
Identify the main characteristics and formative years of the Traditional Generation (The Silents), Baby Boomers, Generation X, and Generation Y so you can understand their reactions and what motivates them.
- recognize educational styles that work for each generation
Online? Classroom? Self-paced? Hands-on? Discover different educational methods that appeal to multiple generations.
- identify and provide the feedback each generation wants and needs
Silent Generation nurses may have little interest in annual performance reviews, while Generation X nurses want feedback instantaneously. Understand how to provide personal feedback and effective performance reviews.
- illustrate improved scheduling by understanding generational needs
Silent Generation nurses may prefer a consistent schedule. Generation Y nurses may require flexibility to meet the needs of their young families. Understanding your staff’s needs will help you create schedules that work for all.
- formulate retention strategies that work for every generation
Generation X nurses may respond best to promotions or pay increases. Baby Boomer nurses may be motivated by recognition and service awards. Learn what feedback works best for each member of your staff.
- develop policies to embrace differences to manage more effectively
Gain a better understanding of each generation’s motivators and learning styles along with proven strategies to facilitate communication and encourage respect.
Who should read this book?
Nurse managers, directors of nursing, chief nursing officers, VPs of nursing, nursing home administrators, HR directors, staff educators and RNs.
Table of contents:
Introduction
Chapter 1: The Silent Generation
Chapter 2: The Baby Boomers
Chapter 3: Generation X
Chapter 4: Generation Y
Chapter 5: Schedules
Chapter 6: Balancing work and life
Chapter 7: Learning
Chapter 8: Participation and involvement
Chapter 9: Performance reviews, feedback, and promotions
Chapter 10: Working together
Chapter 11: Retention and Recognition
Chapter 12: What will the future look like?
Earn 3 Nursing Contact Hours!
This educational activity for 3 nursing contact hours is provided by HCPro, Inc. HCPro is accredited as a provider of continuing nursing education by the American Nurses Credentialing Center Commission on Accreditation.
Learning Objectives
- List the names of the four generations currently in the workforce
- Identify key events that shaped the Silent Generation’s formative years
- Evaluate how social and family circumstances affected the Silent Generation’s characteristics
- Describe key events that shaped the Baby Boomer’s formative years
- Evaluate the impact that social and family circumstances had on Baby Boomers
- Identify key events that shaped Generation X’s formative years
- Discuss how social and family circumstances affected Generation X’s characteristics
- Identify key events that shaped Generation Y’s formative years
- Explain how social and family circumstances affected Generation Y’s characteristics
- Discuss why disagreements between the generations may arise over scheduling
- Determine strategies for planning schedules that meet the needs of all generations
- Discuss what different generations want in terms of work/life balance
- Identify holiday and vacation options that meet the needs of all generations
- Recognize the different learning styles of each generation
- Identify orientation strategies that can help Generation Y nurses become successful
- Explain why Silent and Baby Boomer generation nurses are often the only ones to sign up for committees
- Discuss how managers can encourage all generations to become involved in committees, task forces, and meetings
- Describe strategies for ensuring that performance appraisals meet the needs of all generations
- Develop strategies for the provision of ongoing feedback
- Examine the barriers that prevent effective multigenerational communication
- Discuss strategies a manager may use to encourage social interaction and team work
- Identify programs for helping older nurses remain in the workforce
- Develop programs for helping Generation Y achieve work/life balance
- Discuss strategies for enhancing the workplace of the future
About the Author
Judith “Ski” Lower, RN, CCRN, CNRN, MSN, retired in 2005 after 24 years as Nurse Manager in the Neuroscience Critical Care Unit at Johns Hopkins Hospital. She is now an independent speaker and consultant, and lectures nationwide on communication issues. Judith is the critical care representative on the Maryland Nursing Workforce Commission and an Emeritus member of the Johns Hopkins Hospital Ethics Service.
Disclosure statement: Judith Lower has declared that she has no commercial/financial vested interested in this activity.
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