By Rose O. Sherman, EdD, RN, NEA-BC, FAAN
On a recent webinar, we were discussing the recruitment and retention of younger staff when a manager presented the following scenario:
We are a health system that is steeped in strong principles and values. Our usual approach to interviewing is to present these values upfront to applicants as if to say – you are either on the bus with these or you are not. This is how we have done it, but I am finding this does not resonate with younger nurses. I see quizzical looks when I have this discussion now. A new graduate recently said to me – what about my values and what is important to me – do you care at all about that? Should we be doing something different when we talk about values?
This leader made was such an important observation because it ties in directly with the generational changes we see in our workforce. Generation Z seeks employment with organizations whose values are congruent with their own – not the other way around. McKinsey’s research indicates this generation is in a quest for the truth. They want to be respected for what they bring to situations and know that their opinions will be valued. When they see any evidence of discord between organizational values and behavior, Generation Z will quickly point out a lack of authenticity.
An excellent example of a lack of congruence that Generation Z sees in today’s nursing workplace is nurse wellbeing and respect. While most healthcare organizations may say that employees are their most valuable assets, many nurses believe that this has not been lived through organizational policies and practices. Gallup’s research indicates that focusing on staff wellbeing is a crucial value that both Millennials and Generation Z now seek in employers. I would guess most value system statements may not reflect the importance of staff wellbeing as a core belief, yet a lack of attention to this has caused turbulence in the healthcare workforce. We also know that Generation Z is skeptical about organizational values – preferring instead to see if you walk the talk of what you say you believe.
So my answer to the manager’s question was that they should be thinking differently about how values are discussed in the interview. In his book, The 7 Habits of Highly Effective People, the late Dr. Steven Covey reminded us that we should seek first to understand before trying to be understood. The script needs to be flipped – nurses have many choices. To be an employer of choice, why not start the discussion by asking the applicant about their own values and what matters to them as they seek employment. Once you know what matters most – link your health system’s values to those of the applicant and clearly show how they align.
© emergingrnleader.com 2022
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