NU 420 Week 5 Seminar Joan Haizlip Seasoned Nurses • These kids todaythey are lazy • All they want is praise • They keep threatening to quit • She looks like she is going to cry New Nurses • • • • • • She never smiles She’s mean She thinks she knows everything Nurse ratchet! Old, fat and out of date! They need to force her out! Issues in Nursing • Payroll is generally the highest cost to any organization. • Hiring is expensive- turnover is worse! • Does your organization really have that kind of money? • With turnover comes quality of care issues AND morale • issues Points to Keep in Mind! Common experiences of each generation frequently define their assumptions and perspectives BUT Never generalize from a few to the whole - there are ALWAYS exceptions Traditionalists • Born between 1900 and 1945 (approx. 75 million) • Loyal -- often found to have worked for only one employer. • Many of the men have military background and are comfortable with a top-down management style. • May be motivated by recognition in doing a job well done. • Exhibit a strong work ethic that was shaped by the Great Depression with an “onward and upward” attitude. Baby-Boomers • Born 1946 and 1964 (approx. 80 million) • Typically respond to symbols of recognition: enhanced titles, more money,special perks such as parking spaces, and other status symbols or symbols of peer recognition. • Optimistic and idealistic. • As result of their large numbers, tend to be extremely competitive • Realize that they have spent too much of their time working / may want to add more balance to their lives / may feel new generations need to put “their time in.” Generation X • • • • Born between 1965 and 1980 (approx. 46 million) Typically have little trust in the system. Freedom is often perceived as ultimate work reward Want training that enhances their skills, and portability of benefits like 401Ks that can be taken elsewhere. • Characterized by skepticism, self focus, lack of loyalty to employer. • Has seen scandal effect of every institution from the stock market to the presidency/ divorce rate tripled during their lifetimes; informality and fun/work as a means to an end and not an end in and of itself Generation Y/ Millennials • • • • • Born between 1981 and 1999 (approx. 75 million) • Two in four come from a single parent home • Four in five have working mothers Perceived as wanting to make a difference and knowing that their work has value If they question authority, it’s usually for “moral” reasons Characteristics: sociability, civic duty, and morality. Born with technology / adept at multitasking Grown up with group work, athletics and team sports, and personal recognition Workplace Conflict • Often have generational issues at core even though identified as personal: • “She has a poor work ethic” • “He is not committed to his job” • Differing styles: team work vs. individual • Newer generations “branded” as less motivated • Do not understand why “lateness” is viewed as a bad thing by a boomer for example • Generation Y very committed to balancing work and family Differences between the Generations (*Eric Chester, Employing Generation Y) Topic Boomers Loyalty to Employer I can work I’ll work if I Jobs are a my way to have to dime a the top dozen Just because they Is automatic Is polite Respecting Elders Training Gen X Gen Y are older - no way! Tell me what Show me to do HOW to do it WHY do I need to learn this? Motivating Different Generations • Baby Boomers: • Authority, prestige, status markers, professional networking • Work for work’s sake • Generations X and Y: • Work is means to an end • Needs to be fun, special, flexible • Teamwork and the “why” count Managing Veterans • • • • • • How to Manage the Veteran(s) on Your Team: Hard workers Unique challenges Dependable May buck authority of younger managers May be overbearing when directing others (remember the "one right answer" tendency) • Can get stuck in "we never did it that way before" way of thinking Managing Veterans • If you're from a younger generation and in charge • Take time to learn about their background, experiences, work preferences & personal needs • It will take time to earn their trust • Respect does not come from one sitting • Respect their experience; don't be intimidated by it. • If you were taught to "respect your elders" do it, but remember; you are the boss for a reason. • Be honest; say the hard things when they need to be said Managing Boomers • Prefer work environments that are: • Democratic, humane, casual • Advocated teams, team building, consensus, quality circles, and participative management • They know how to read people • They are rapport builders • If they can't BE the manager, the prefer one who • Treats them as equals • Allows them to be empowered to dabble • Knows and cares for them personally Managing Boomers • Managing the Baby Boomer: • Talents and needs are unique and special • If they feel that you are "mismanaging" them; they will make your life awful! • Unlike Veterans; they refuse to suffer in silence—BUT, they will not necessarily confront you directly. • They are used to sharing with their peers (remember those report cards!) • They will make sure EVERYONE knows how unhappy they are! Generation X • Lost in the shadow of the boomers • GenXers collective psyche became one of survivorship. • Can be summed up by the question "Just tell me; is this going to be on the test?" • This led some to believe that these kids didn't have the "right stuff" • How will this help me? • Need hand holding Generation X (In Eyes of Boomers) • • • • Whiners Slackers Nuisances Can't get it through their skulls that the workplace has certain demands: • • • • • • Politeness Punctuality Teamwork Respect Proper attire Hierarchy Managing Xrs • Xers CAN be motivated to work • • • • • Flexible hours Informal work environment Just the "right" amount of supervision BUTthey don't pay attention!!! If you are looking for their "work ethic" through a Veteran or Boomer lens—forget it. • Instead- give them tasks; a lot of them AND some freedom as to how these tasks can be accomplished. You will be surprised by how much can get done— while they walk out the door at 5 pm! Managing Xrs • Their Leadership Style: • Drawn to leadership positions for more altruistic reasons than previous generations • They do not see leadership as "magic" • Leadership roles tend to "choose them" • • • • • Tend to be: Fair Straightforward Competent Knowledgeable Generation Yrs….Boomers Kids • The generation was truly coddled• • • • Spring breaks at Ft. Lauderdale Vacations in Peurto Vallarta Nice cars for school Designer clothing (Gap, Old Navy, Others) • Were NOT used to being told "NO!" • Parents LOVED doing it • Soccer moms- all life was arranged around the child's athletic/social events • Show up at school---volunteer • Supervise science fair projects and essays & homework Managing Yrs • In the Work Place: Remember—this all came from a lifetime of telling these children how special they werewe just never defined "why" they were specialonly that they were. • Many of the problems are being noted on college campuses: • I "deserve" an "A" because I am paying tuition. • What do you mean I have to "work" for it? • In many respects, their parents took away their experience • of failure. • This set up unreasonable expectations that will not be • supported in the modern work place. In considering the appropriate staffing levels of health care employees in your facility what strategies can you undertake to attract, interview, select, and hire the right talent to give your organization a competitive edge over your competition? Who would you hire? New Grads • Post orientation, recently graduated nurses often believe they need more support and mentoring. Retention rates decline as these nurses conclude that such support is available at other HCOs. A study of the effectiveness of a community hospital’s implementation of an educationbased preceptor program revealed multiple desirable outcomes. Based on a convenience sample (N = 40) new graduates, qualitative and quantitative findings indicate a high level of satisfaction (mean visual analogue scale score 93.7), 29% increase in retention, and 9.5% decrease in vacancy (Almada, et al., 2004). Thoughts • • • Boomerangs. Call all of the good nurses who left your facility over the last few years and ask them whether they would like to return. If they turn you down, ask them to be referral sources. Incidentally, tell top nurses when they quit that you would like to keep in touch with them and that they are welcome back (especially immediately, if their new job isn’t as good as the recruiter said). Almost qualified. Review “finalists” from previous hiring efforts and see whether they are now more qualified or if you are willing to give them a second look. Turned us down. Review finalists who, in the past, rejected your job offers. Try a new approach and try to resell them. If they say no, ask them whether you can contact them again later.