Our Generation Y Nurses - Emerging Nurse Leader

By Rose O. Sherman, EdD, RN, FAAN

This week, I am presenting on a Voluntary Hospital Association (VHA) educational satellite program related to Bridging Generational Differences in the Nursing Workforce. I am always curious about why there is an educational need for topics at certain times. What I am learning from the conference organizers is that this is one of the most highly requested leadership topics. Nurse leaders are experiencing challenges particularly in effectively managing Generation Y nurses. Management strategies that may have worked well for them in the past are not as effective with the younger generation of staff. The numbers of Generation Y nurses are steadily increasing as Baby Boomer nurses begin to retire.

With 3 million Baby Boomers turning 65 each year, it is not surprising that we are beginning to see an upswing in nursing retirements. It is estimated that by 2020, the nursing workforce will undergo a massive shift in demographics with Generation Y nurses comprising more than 50% of the workforce. The torch is being passed to a generational cohort that even exceeds the number of Baby Boomers at 86 million strong. An important question is whether nursing is ready for the changes that this generation might bring to the profession.

What is Different about Generation Y?

Generation Y were raised in a time where violence, terrorism, and drugs became realities of life. Their parents nurtured and structured their lives, and they are drawn to their families for safety and security. Uncertainty in the workplace has always been part of what they observed with their parents, so they have come to expect that frequent career changes may be the norm in their lives. While most of their beliefs and values are not vastly dissimilar from other cohorts at a similar point in their development, Generation Y has two compelling differences in behavior from the generations who preceded them. The first is their incorporation of technology as a “sixth sense” and a means of interacting with the world. The second is their expectation of organizational accommodation that is outgrowth of how they were parented and treated throughout their education. It is this expectation of accommodation that has proven to be challenging for many nurse leaders. Turnover in the first year of employment among this generation is a persistent problem in many organizations. They establish career goals for themselves and are willing to leave organizations for other opportunities if it becomes necessary to achieve those goals. Generation Y expect more coaching and regular feedback than any other generation in the workplace. They are optimistic and goal-oriented but want structure, guidance and an extensive orientation in today’s chaotic health care environment. My research with this generation indicates that although they express confidence – they have high anxiety levels and fear failure.

What do Generation Y want from their Leaders?

Generation Y nurses are more informal and desire close relationships with their leaders – preferably calling them by their first names. They want positive, constructive feedback and coaching along with hope and encouragement. They seek openness and transparency from management and colleagues. They expect to be welcomed and treated as equals on a collaborative team even as novices. Work-life balance and flexibility is important to this generation. They will strongly resist any unplanned changes to their scheduling or requests to come in on their day off. Career coaching is important to Generation Y nurses. It is not unusual for a Generation Y nurse to come to their manager to find out “what’s next” when the leader feels that they are still a novice. Experience bias might lead you to tell them that they are a long way from mastering their current role. A better approach is to offer suggestions on professional development which might include participating in on a task force or unit council, taking a self-assessment, joining a professional association or achieving certification.

The future of nursing will soon be in hands of Generation Y. There are many leaders in healthcare today who are reluctant to give the concessions in employment that Generation Y is seeking, and wish this generation would just live by the rules. Yet in a few short years, they will have few options as the Baby Boomer retire in large numbers. Generations do think differently and this diversity is good. Disruptive innovation is badly needed in health care. This will only come with leaders who can embrace different thinking about long established practices.

Read to Lead

Sherman, R. (2014). Leading generation Y nurses. Nurse Leader. 12(3), 28-30.