The Curious Case of the Baby Medics

"They don't want to work nights or weekends."

"They only want to work two shifts a week. I don't understand it!"

"They don't seem to have the same job satisfaction."

You can probably add a few more quotes here that are local to your agency. These are phrases we have heard over the last few years in local Paramedic headquarters and stations. But there's two problems with these statements: 1) They're false, and 2) If they were true we still have to adapt and overcome especially in the current climate in Ontario and beyond of Paramedic Services being the most applicant-sided job market I've ever seen.

But I'll first open with an anecdotal statistic. In the fall of 2022 I started a podcast called the "Remember That Patient Podcast". This is a podcast that uses actual (de-identified) clinical cases that happened to an actual EMS crew, reviews the case, treatment, and learning points. It then closes with ending diagnosis or patient outcomes when available and it doing so endeavours to sharpen listeners clinical acumen. While it's only been a few months there is one rather strong signal I noticed early on when compiling listener data: the age 19-25 listener group is the highest age group of all age brackets with second place not even coming close. They are eager. They care. They want to better their skills on their own time and do a better job treating patients. This flies in the face of the above mentioned stereotypes.

The field of Paramedic Services has changed significantly over the years, and as new generations of paramedics join the workforce, it's essential to understand how to manage them effectively. Millennials, also known as Generation Y, are currently the largest generation in the workforce, and they have unique characteristics that affect their approach to work. Unfortunately, millennial paramedics are often mischaracterized as lazy, uncommitted, and unprofessional, which can lead to poor management practices that negatively impact the delivery of care. We don't have a choice in my mind. We absolutely need to adjust management of Paramedic Services to account for younger or millennial (and now even newer generation) Paramedics.

To begin, it's essential to understand the characteristics of millennials that influence their work ethic. Millennials have grown up in a world of technology, where instant gratification and multitasking are the norm. They are also more likely to prioritize work-life balance, seeking flexibility and autonomy in their work. These traits can sometimes be perceived as laziness, but it's essential to recognize that millennials have a different approach to work than previous generations. They are often more efficient and productive when given the freedom to work in their way, which can be a valuable asset in the fast-paced world of Paramedic Services.

One significant shift that Paramedic managers need to make is to embrace new technologies and adapt to the changing needs of the workforce. Millennials are comfortable with technology, and they expect their workplaces to be as well. Paramedic agencies that fail to keep up with technology will struggle to attract and retain millennial paramedics. This means investing in the latest equipment, such as electronic patient care reporting systems, and providing training to ensure that paramedics can use technology to its full potential. This addiction to technology also can result in misunderstandings. While the older generation might be completely insulted standing at the front of the CME class seeing two Paramedics typing or reading on their phones, the newer generation has to leave a little room for error. Maybe they're not texting but actually doing a quick literature search on the topic you're discussing?

Another essential factor in managing millennial paramedics is providing opportunities for professional development and career advancement. Millennials are more likely to leave their jobs if they feel that there is no room for growth or advancement. This is especially true in EMS, where there can be a perception that paramedics are stuck in the same role with little opportunity for advancement. To address this, Paramedic agencies should consider offering mentorship programs, leadership training, and opportunities for career advancement within the agency. This can help to retain paramedics who are motivated to grow in their careers.

In addition to offering opportunities for professional development Paramedic managers need to recognize the importance of work-life balance for millennial paramedics. This means providing flexibility in scheduling, offering generous paid time off policies, and promoting a healthy work-life balance culture. Paramedic agencies that prioritize the mental and physical health of their paramedics will be more likely to attract and retain millennial paramedics who prioritize work-life balance. I can appreciate that collective agreements need to be respected however while not simple, they can be amended mid contract. We have approached a time where "casual" status is a necessity at every Paramedic Service in Ontario. While before when employers had the "upper hand" and applicants were yearning for jobs, rigid available programs worked just well and new hires were eager soak up every shift they could. This is not the case any longer and Paramedics have no issue in walking away to a different service, or leaving a side service. I ask you this: What's better availability out of a casual hire, 2 a month or 0 when they simply leave? I just came across a posting from a Paramedic Service in deep southwest Ontario and highlighted in bold on the job posting is "Exciting news - we have a new part-time scheduling policy! All availability will be considered. Apply today!" Nuff said.

Another way to manage millennial Paramedics is to provide clear communication and regular feedback. Millennials are used to frequent feedback and they expect clear communication from their supervisors. This means providing regular performance evaluations, setting clear expectations, and giving constructive feedback. By doing so Paramedic managers can help to ensure that millennial Paramedics feel valued and supported in their roles. They also desire to feel heard. The "just do what we say" era is over. Obviously there are certain aspects of long term and strategic planning that need to stay at the senior leadership teams table, you will see much greater job satisfaction when this workforce is informed. The access to a wealth of information from an early age has empowered Millennials to ask the question “why” often and without hesitation. These questions can be misconstrued for insubordination. In reality, it’s the desire to improve and learn from a larger repository of information that propels them to question everything.?Feed your team’s thirst for knowledge by providing a peek behind the curtain and including the larger team with updates on the future of the agency and their impact on the business.

Finally, it's essential to recognize that millennial paramedics bring unique skills and perspectives to the EMS industry. For example, millennials are more likely to have a strong sense of social responsibility, which can translate into a deep commitment to patient care (see the podcast stats above). They are also more likely to be comfortable working in a diverse environment and have a desire to work collaboratively with their colleagues. These skills are valuable assets in the fast-paced, team-oriented world of EMS.

They're here. We aren't going to change them. Period. EMS agencies need to adjust their management practices to account for the unique characteristics of millennial paramedics. By embracing technology, offering professional development opportunities, prioritizing work-life balance, providing clear communication, and recognizing the unique skills and perspectives of millennial paramedics, Paramedic managers can create a positive work environment that allows their up and coming generation to flourish as well as the Paramedic Service itself. And that means better patient outcomes too.