Millennials and Gen Z see the world quite differently. What are you doing to attract them?

Millennial staff and Gen. Z newbies are in the workplace. Millennials are in their twenties and thirties. And know exactly what they do and do not want from their jobs. The legacy idea of having a long term career has fast disappeared. Therefore, it is highly likely that a highly trained nurse will consider other options if they no longer enjoy what they are doing. It’s true. Millennials and Gen Z see the world quite differently from older generations. The traditional career options are now just that: options. There are many opportunities and these younger people will grab them with both hands. Be warned, in the Great Reshuffle your organization or healthcare facility may well be next when it comes to resignations.

How do you attract and keep staff?

At PX3 we have seen the effects of the pandemic on staff morale. Many workers and even those in training have missed out on opportunities many older professionals simply took for granted. From training opportunities to experiences, from social interaction to some of the humor we expect from our work. Much was missing at that time, unless of course you count gallows humor!?However, one thing that really has been strengthened is collaboration and teamwork. Whether that’s using technology solutions, Zoom calls, robotics or AI.?All these components mean highly functioning teams can achieve a lot. Team working can certainly increase the effectiveness of individuals and Gen Z’s really love these opportunities. Image Austin Distel

Showcase younger staff skills

Allowing younger members to use technology and even show others how it's done is really good for their confidence and also that sense of inclusion and significance. Everything from patient management to tech hospital beds, robotics and data all impact significantly on patient care and how medical and healthcare staff do their jobs. Gen Zs especially possess a very different perspective. Tech is not a wonder for them, just a tool they can use to accomplish something else. Therefore, they use it as a problem solver rather than seeing technology as an additional burden or something else to learn. They possess the skills to be agile and flexible. They really appreciate the opportunities to demonstrate that. Legacy thinking and practices can easily hold back any organization, and by having Gen Z and Millennials on board there is a chance to future proof. However, keeping them might be another challenge altogether. Image Alex Nesertril

Also, a true and empathic understanding of what medical teams are experiencing will help retain staff. We often forget that great advances in medicine mean that people that are more seriously ill, often recover and certainly survive longer. This means there are periods in ICU that demands the highest quality knowledge and professionalism. This all takes its toll. We need to reappraise how we treat our medical staff to cope with these increasing pressures.

Financial compensation is very important

When you consider the aging population in economically developed countries, then it almost goes without saying that younger people?will inevitably do more. With that kind of pressure and poor management, then staff churn will be an issue. Gen Z and Millennials know their worth and are exposed to many more opportunities than ever before. They are highly unlikely to stay with the same health system all their lives. Recruiters reach out and even headhunt staff. So, what will you do to keep the staff you want? It might seem strange, but now is the time to understand just what staff need. With pressures on cost of living and associated drains on salary, then financial compensation will probably matter more than it has ever. How much would the true cost be by not keeping valued staff in an organization?

How can healthcare organizations prevent burnout??

What benefits might reduce stress both mentally and physically? Medical staff will look for benefits that make the difference and it’s a good idea to regularly review the benefits on offer; they should not remain the same for long periods. This is where consultation is important. Do not assume that a board or committee knows everything. New workers, new thinkers will inform what happens in healthcare and this is one way to obviously value the input of younger workers.

With these added pressures I have already mentioned, then training and confidence are also attributes that help staff thrive. When nurses, for example, rely on their judgement and also their innate feeling alongside evidence-based practice. They need help to develop these skills. Youngsters need mentors and as older nurses retire or leave; this skill is often lost forever. Perhaps it’s worth asking nurses coming towards the end of their career to take on a mentorship or work alongside younger staff. This would improve patient care and also retention surely?

Therefore, some top tips when reviewing staff policy are: to consider more flexible working hours, use older staff as mentors, make continued professional development a priority, opening up to allow graduates to gain experience, offering help with mental health and wellbeing, tuition reimbursement, recognition and opportunities to demonstrate new ways of thinking and working. These all help attract younger workers that really do view work and careers in a very different perspective.

What are your thoughts on this topic? I would love to know.