Half Your Age Plus Seven Years(a mentoring mandate)

Bonnie Clipper, DNP, RN, CENP, FACHE

Objectives

• Identify characteristics and differences among the generations in the current workforce.

• Identify Millennial leadership attributes.

• Describe successful mentorship for Millennials

Leader Demographics

• 2013 AONE survey of 4638 nurse leaders – 51% of the respondents self-reported that they were

55 years of age or older– 6% were 65 or older at the time of the survey

(AONE Salary Survey, 2013)

Demographic Shift

Millennials make up 34% of the workforce today and have already passed the previous largest generation in the

workplace, the Baby Boomers.

(Pew Research, 2015)

Different Demographics

What generations make up the current workforce?

• Traditionalists 1925-1942 75 million

• Boomers 1943-1960 80 million

• Xer’s 1961-1981 46 million

• Millennial’s 1982-2000-ish 76 million

• Newest generation 2000-ish - ? ?

(Strauss & Howe, 1995)

How Does the Workforce of Today Differ with Previous Ones?

• This is the first time that there are four generations converging in the workplace at once.– All want things “their” way.

• This is the first time that there are three generations of leaders in the workplace.– All do things “their” way.

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Characteristics of each Generation

Traditionalists(1925-1942, 75 million)

• Perceptions from other Generations: work too hard, extremely loyal and committed, will do what is right, too willing to trust others

• Self perceptions: able to sacrifice for “the cause”, hard times are part of life, trustworthy & trusting

• Loyalists

Boomers(1943-1960, 80 million)

• Perceptions from other Generations: need material goods, “ladder climbers”, need structure, like process, competitive

• Self perception: Hard working, play by the rules, careful to trust authority, competitive

• Optimists

Gen Xer’s(1961-1981, 46 million)

• Perceptions from other Generations: “slackers”, uncommitted, short attention spans, disloyal, arrogant, immature, poor social skills.

• Self perceptions: Self absorbed, independent (original “latchkey kids”), resourceful, value fun and balance, slow to commit to long term relationships, risk takers, voracious learners, comfortable with diversity, “just do it”.

• Skeptics

Millennial’s(1982-2000-ish, 76 million)

• Perceptions from other Generations: have little respect for authority, quit when they don’t get their way, entrepreneurial, risk takers, lack of accountability, need constant feedback, travel in packs.

• Self perceptions: want to be led instead of managed, want some say in decisions that affect them, need personal attention, want to be doing something meaningful, very tech savvy, want feedback, civic minded, major multi-taskers.

• Realists

Emerging Generation

• Perceptions from other Generations: unwilling to commit, need social media, still evolving…

• Self perceptions: comfortable in their own skin

• Lack of Permanence (think Car 2 Go, increase in rental market, etc)

How are Millennials Different?

By the time a millennial nurse has been in practice for five years he/she will have had three jobs and may have worked for three different organizations.

Setting Context for Succession Planning

• Millennials will spend an average of less than 16 months in a job and 56% will hold jobs for one year or less*.

• Gen X’ers will spend an average of 5.5 years per job*.

• Different in their career trajectories.

• No evidence to support that they will be any less effective during their tenure.

(*Bureau of Labor Statistics, 2014)

Millennial's, will they stay or will they go?

• A study of 1773 nurses indicates that 33% of Millennial nurses plan to leave their job within the next two years.

• This increases to 66% that plan to “be gone” within five years, even though they indicate they are “highly satisfied” with their jobs

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Wieck, et. Al, 2009

Do Millennials Have Leadership Aspirations?

A 2014 study at one large organization demonstrated that nurses with less than two years of experience have the highest level of leadership

aspiration.

(Bulmer, 2014)

Determinants of Leadership Aspiration

• Four key attributes: – career stage – highest nursing degree completed– appraisal support supervisor – informational support non-work

(Bulmer, 2014)

(Bulmer, 2014, p. 132)

Millennials are Natural Leaders

• On average, Millennials demonstrate key behaviors that are crucial for success including: – futurist, – convener, – designer, – maximizer, – innovator – partner.

AONE, 2013

Creating an Adequate Supply of Future Leaders

REDUCE

• Reduce the amount of time that you expect a staff nurse to work in a clinical capacity before promoting into leadership.– Be more flexible– It is NOT lowering your standards– Lets not make “them” do it because “we” did

What Does This Mean to Us?

• Identify aspiring leaders in their first 1-2 years of practice and they may settle into a development path within an organization.

• Don’t focus on the “5 or more” years we traditionally expect nurses to practice at the bedside.

Identify a “target”

• Start “younger”

• Find a nurse “half your age plus seven years”

• Look for attributes that you see that will make this nurse successful– Educational willingness– Positive– Energetic– Had worker– Willing to learn from mistakes

What is Half Your Age Plus Seven Years?

This is the made up rule to define the youngest that

a “potential romantic partner” can be before the relationship is seen as “indecent”.

(urbandictionary.com. August 10, 2015)

REUSE

• Reuse ideas that work:– Committee work– Special projects– Shared Governance activities– Acting as preceptors/mentors to new staff

Millennial Mentoring Topics

• Absence related to lifestyle decisions• Consequences of lifestyle or risk taking behaviors• Respectful communication• The world ISNT fair• Strengthen their natural leadership style

Source: Paul, R. 2008. Engaging the Multi Generational Workforce.

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Mentor on Issues in the Workplace

• Appropriate use of social media• Privacy concerns on Facebook, Twitter, etc.• Cell phone (photos).

• Texting of patient information.• Scheduling (holidays & off shifts).• Parent involvement in interviews, job offers,

evaluations.

RECYCLE

• Recycle staff from one shift to another to provide development opportunities.

• Recycle staff from one unit/department to another to increase scope and responsibilities.

• Recycle ideas that work.

Grooming Future Leaders with the Attention Span of a Goldfish

• Our average attention span is now an average of 8 seconds, which is less than the 12 seconds it was in 2000.

• Our attention span is shorter than a goldfish’s by one second.

(Time.com. November 30, 2015)

Mentoring Millennials

• Keep it short, but effective• Phone calls• Text coaching• Emailing articles, literature and research• Identify one organization to participate in

Success in Retaining Millennial’s• Involve in decisions

• Provide lots of current/real time feedback (does not have to be done in person).

• Incorporate lots of technology and chances to use “real time”, web based resources.

• Build and develop their skill base (they want portability)

• Allow them to balance their work flow, they like to multi task – CROSSTRAIN!

• Build flexibility and mobility into their career paths that also works for you too – or they will leave to find it.

• Provide access to social networks

• Allow time off to participate in their passion (social responsibility)

Mentor on Workforce Differences

Work characteristics of Traditionalists and Boomers

• Traditionalists: Dedicated and loyal for length of career. One career, few jobs.

• Boomers: Driven and dedicated, want to contribute and make the world a better place. Torn between leaving the workforce and enjoying retirement.

Work characteristics of Xer’s and Millennial's

• Gen Xer’s: Looking for skill portability, will have many jobs (average: one job every 3 ½ years). Want to start at top. Want to move up quickly or “move out”. Want work-life balance. Avoid long hours. Have fun at work. The forgotten generation.

• Millennial’s: Looking for skill portability. Will not only have many multiple jobs, but actually many careers, (average tenure 18 months). Pursuant of parallel careers. Want work to be meaningful and purposeful.

Redesign Leadership Roles

Leadership Roles

• Need to be reinvented to take into consideration the millennial lifestyle.

– Consider how many hours each week millennial leaders are willing to work.

– Evaluate work-life balance; such as how much, if any, call they are willing to take.

Work-Life Balance for Millennials

• 24/7 accountibility and “on-call” time will be an issue.

• Previous generations were willing to assume the responsibilities necessary to be successful in these roles.

• Demographic shifts suggests traditional expectations will become impediments and have made these roles less desirable for younger leaders.

Leadership Environment

• Prevent boredom• Multi-tasking• Fast paced• Not repetative skills• Use conference calls/video-conference calls instead of

meeting• Cut down on meetings• Make current technologies a capital priority

Rising Concerns

• Future leader needs.• Adequate talent identification and succession

planning.• How to reshape leadership roles to be

attractive to emerging workforce.• Training of future nurses (inpateint care is

decreasing and outpatient care is increasing).• New nursing roles.

In Conclusion…

• Know your demographics• Identify future leaders sooner• Mentor for leaders • Redesign leadership roles

Thank you

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newnursesuccess.com

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@newnursesuccess

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