Mind the Gap: considerations for developing the multigenerational workforce Dr Kerry Jones Nottingham University Hospitals

Context and background

Jones, K. Warren, A. Davies, A (2015)

Demographic

One size fits all retention strategy? Generational cohort assumes that a group of people have similar birth years, history, and shared life experiences, have similar attitudes, emotions, beliefs, values, and preferences towards work and career (Arsenault 2004) It is important to note that broad descriptions of any generation are stereotypes and should be considered a general guide to understanding only (Lower 2008) We are all individuals. However, stage of life and the socio-economic context that informs our priorities, decisions and choices may be similar to others in our age cohort

Extremely hard-working Adaptable and resourceful Self reliant Extremely hard-working Adaptable and resourceful Idealistic and competitive Rebellious tendency –not afraid to challenge Motivated and driven by career progression Define self-worth by work and accomplishments Imbalance between work and family

Highly educated, able to problem solve and multi-task Prefer structure and direction Practical, independent self-reliant Work for own gratification, own personal achievements and rewards Entrepreneurial traits, innovative and adapt well to change Loyal to careers and employers Do not respond to micro-management

Technology influences everything Education is more self-directed Thrive on instant gratification and refer information to be delivered in rapid sound-bites Ambitious but want more flexibility Pragmatic and individualist Open-minded and more tolerant of others – expect diversity around them Technological multi-taskers, everything should be interconnected

Career, but not at any cost Feedback Recognition (Team-player) Gen Y 1980-1994 (21-35yrs old) Hard-working Family orientated Career, but not at any cost Feedback Recognition (Team-player) Taught to question everything Ambitious Career-motivated- expect support to achieve Less bound to role or employer Nurtured Are less motivated by money than purpose Mission driven- want sense of accomplishment Like to be loved Valued Recognised Reputation important Work with you- not for you

Mind the gap Clear, structured career development and progression pathways Care and support (personally and professionally) from leaders and teams Feedback, guidance and developmental support Team spiritedness – to be accepted, valued and appreciated To be engaged in meaningful work – to make a difference Flexibility to achieve work-life balance To be supported and enabled to meet the expectations of the patients and public (to have the resources to deliver quality) https://vimeo.com/152558380

The Conundrum

Developing a sustainable and resilient workforce? Considering new perspectives on career and motivation needs Supporting and developing those who support others Support and flexibility to keep baby boomers working longer Developing a sustainable and resilient workforce? Gen-gagement – [recognising the needs of all generations in the workforce, creating an environment that supports them to: deliver in line with their potential; remain motivated; have a sense of wellbeing; remain in the workforce] Jones 2016 Keeping me working longer too!

Further information www.HEE.nhs.uk/WM/narrowingthegap kerry.jones@nuh.nhs.uk @KerryJo8888