Multigenerational challenges: Team building for positive clinical workforce outcomes

Never before has healthcare been so complex. Patients are going to the hospital sicker and leaving quicker. Technology is rapidly changing how we care for patients. Healthcare workers often hear 'do more with less' and this expectation becomes the norm rather than the exception. Adding to the dynamics of this multi-faceted work environment is the "cross-pollination" or the converging of multigenerational healthcare workers (Mercier, 2012).A workforce that encompasses several generations must learn to work together, forming teams and recognizing the inherent diversity in order to deliver effective healthcare and meet desired patient outcomes. The purpose of this article is to summarize generational traits, analyze characteristics of cohesive teams, and provide strategies to create an environment where teams thrive and patient outcomes flourish. We first briefly define generational cohorts by characteristics, and discuss differing expectations for work/life balance and potential negative outcomes. Our discussion offers team strategies for positive outcomes, a case scenario, and resources for team building and organizational opportunities.Generational Cohorts by CharacteristicsCurrently, there are four unique generational cohorts represented in the clinical workforce. A generational cohort is often grouped according to year of birth; events that occurred during their lifetimes; and life events, such as wars, technological advancements, or economic conditions (Smith, 2015). Interestingly, these events tend to create the personalities, values, and beliefs of a given generation. Blending the unique perspectives of these generations in the workforce can be perplexing at best.Rather than favoring one generation over another, institutions can benefit from celebrating differences and promoting strengths of the various generational cultures that currently comprise their workforce. It is important to seek multigenerational understanding among the various cohorts. Indeed, safety and positive working conditions demand mutual respect and cooperation. The patient and the institution both benefit by addressing team-building as a solution to shared understanding and reciprocal appreciation among different generations. Institutional leaders must capitalize on the attributes of each generation to meet the demands of their organization and create effective teams (Stanley, 2010).The current nursing workforce is made up of four generational cohorts that each have unique qualities. These cohorts span from 1925 to 2000 and are comprised of the Veterans, Baby Boomers, Generation Xers, and Millennials. Each generation has cultural values and traits, formed by defining events in their youth, which also manifest in the workplace (Cox & Holloway, 2011). The following tables highlight the multigenerational representation in the current workforce. Table 1 summarizes general information and traits for each of these cohorts. Table 2 outlines the current workforce percentage by age groups for certified nurse assistants (CNA), licensed practical nurses (LPN), and registered nurses (RN).Table created by the authors (Cox & Holloway, 2011: Douglas, Howell, Nelson, Pilkington, & Salinas, 2015).Table created by the authors (U.S. Department of Health and Human Resources, 2011: U.S. Department of Health and Human Resources. 2013).In addition to the characteristics inherent to individual generational cohorts listed in Table 1, research has demonstrated that individuals from different generations also have differing expectations regarding work/life balance (Roebuck, Smith, & El Haddaoui, 2013). The next section describes some of these differences, which may significantly impact workplace relationships, collaboration, and outcomes.Work/Life BalanceWork/life balance is defined as, "the amount of time you spend doing your j ob compared with the amount of time you spend with your family and doing things you enjoy" (Cambridge Dictionaries Online, 2016, para. …