A review of the literature was combined with extant information and internet sources such as blogs, social media, and opinion-editorial pieces. This search included but was not limited to nursing, to gain a comprehensive understanding of generational values and characteristics that may influence work patterns. Results of this exploration revealed an increasing social dialogue about the often diverging perspectives and potential contributions of each generation. Though the distinguishing traits described in this presentation may not apply to every individual, the clear themes in inter-generational characteristics emerged.
Boomers are likely to be comfortable functioning within the current hierarchical structure of health care where the use of titles and navigating organizational channels to communicate is expected. They may accept long hours of physical presence at work, close managerial oversight, team projects, and the concept of paying one's dues for promotion. Despite often struggling to keep pace with rapid technological advances in the workplace, this group possesses invaluable professional expertise that can benefit younger generations of nurses.
Gen-Xers also have two to three decades of valuable experience to share with their contemporaries. Often described as independent, adaptable, and resilient, Gen-Xers overcame their adolescent reputation as "slackers" to excel at self-management and entrepreneurial endeavors. They prefer individual work and are likely to change jobs in order to meet personal goals and needs. Gen-Xers value work-life balance and flexible work schedules, eschewing the traditional work-to-live approach often embraced by Boomers. They are unlikely to be impressed with titles and often skeptical of authority. However, they are also remarkably adaptable to changing work climates and proficient users of technology.
Millennials tend to favor group consensus, desire frequent feedback about their work, and expect to contribute to decision making. Informal work environments appeal to this group; they are less likely to navigate organizational channels of communication or use titles. Millennials value rapid opportunities for advancement and flexibility from organizations, often contributing to outsiders perceiving them as "entitled". Outpacing previous generations, this group possesses an sophisticated relationship with technology providing them with an invaluable skill set.
Administrators can take three main steps to bridge generational gaps. First, facilitating inter-generational mentorships can promote understanding and combine the unique talents of each group and all individuals. Secondly, creating age-diverse teams allows the perspectives of all ages to be considered in decision-making. This strategy may be of particular importance with Millennials who expect their ideas and contributions to be solicited and valued. Finally, workplace models aimed at retention of younger nurses should include flexibility and choices to meet changing workplace expectations.