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GENERATION X AND TECHNOLOGY

Okay Xer's it's your turn on the hot seat. 

Yes, your technological skills are impressive.  You've learned to build solid relationships with electronic gadgetry.  It's great to be able to point and click and discover facts.  But data does not guarantee superior solutions.  Insight, thoughtful evaluation of data and wisdom about how to use the data cannot be obtained by pointing and clicking.  When Boomers attempt to explain why experience matters, these are the concepts they are referencing.       

BABY BOOMERS AND CYNICISM

Are your words honest?  Gen Xer's have been bombarded with negative news regarding organizations.  Twenty four hour news delivery guarantees bad news will be broadcast the instant it occurs.  Gen Xer's trust of systems and other human beings is low.  They can recite a litany of broken promises made by governments, religious institutions, educational institutions and business enterprises, not to mention broken promises made by married couples to remain faithful and avoid divorce court.  So, when organizational promises are made, Gen Xer's adopt a wait and see mentality.  They wait to see you break your word.  So, if you say your organization is dedicated to quality, you better be able to point out concrete examples that demonstrate that's a fact.  Gen Xer's want and deserve the truth.      

BOOMER INTERPERSONAL SKILLS

When Gen Xer's express conflict, their words can be withering.  Direct.  To the point.  No frills discussions.  Interpersonal skills learned by boomers have not been taught in the gen xer's world of instant communication.  Boomers were taught to keep quiet until they understood the political implications of their remarks.  Gen xer's were taught to go online and share their thoughts, impressions and opinions with no holds barred.  Put members of these two groups in a meeting and you''ll see conflict erupt regarding the communication patterns.  Boomer's here's the training opportunity for you.  Design, develop and provide education to new and experienced members of your workforce sharing the insights you've discovered on the fine points of expressing ideas without raising the blood pressure and irritation level of everyone in the room.       

BABY BOOMER EGOS

Get over it baby boomers.  Your egos are threatened because some members of our workforce speak technology with sophistication.  Instead of being intimidated by their superior knowledge, put them to work.  Let the advanced electronic users evaluate, develop training for and teach everyone how to use the electronic innovations with greater skill.  Worried about patient education?  Let the saavy members of your staff create blogs, podcasts, and computer based training to help provide patients the information they need.  Concerned about the complexities of computer based charting?  Let the members of your workforce who have been running their lives on computers since they were ten, help structure software that's user friendly.  When you combine technology and experience, you've got a powerful team.  And by the way, building on the strengths of all members of the workforce is the key to success.  It's grand that everyone brings a different perspective to the table.  And baby boomers, please don't be offended.  The wealth of experience you bring to the table is being overlooked and frankly, I'm not sure how our health care system or economy can survive with the willy, nilly rush to completion that seems to dominate organizations today.  Experience matters.  And so does innovation.   

BABY BOOMERS AND SENIORITY

Gaining the support of gen xer's can be accomplished by designing fair policies.  Boomers this speaks to the belief system you cherished in your younger days...remember wanting to be treated fairly by "the establishment."  It may be a tough pill to swallow, but baby boomers in 2008, you are "the establishment" and a younger generation of workers longs to be treated fairly by you.  Policies that exact a greater toll on "the new kid on the block" are not fair.  Who works the night shift?  Who works weekends?  Who works holidays?  Who is considered for committee membership and decision making?  When I make this comment in workshops, baby boomers usually shout:  "We paid our dues."  And so you did, while complaining dues paying wasn't fair.  Isn't it time we used our wisdom to design policies that work for the greater good of the majority, instead of maintaining outdated systems that are causing us to lose a generation of health care workers we desperately need?      

BABY BOOMERS VS. GEN X

The number one concern of participants in my workshops is the battle between baby boomers and gen xer's.  There are a multitude of reasons for this conflict with the main one being these generations are more like people from different cultures than people from the identical culture.  They did not learn the same skill set, they do not have the same attitudes and they do not respond to the same leadership style.  I'm launching a series to address this conflict with the hope of building better health care organizations through reducing conflict and increasing collaboration between these two groups. 

I'll begin by offering baby boomers advice for working well with their younger colleagues.  Stop lowering your standards in order to accommodate the younger workforce.  I'm paraphrasing what I hear from baby boomers, but the content of their conversation goes something like this:  "We let standards slide because we need the help and we cannot get the younger folks to perform."  To which I reply:  "If you think you've got troubles now, wait until you see the conflict you're cultivating by sowing the seeds of ignoring inappropriate behaviors."  SOLUTION:  Stop expecting the younger workforce to come to the table with the same skill set more experienced workers brought to the table.  That's an unrealistic expectation because the world changed significantly during the growth and development years of these two generations.  Instead, define performance standards.  Design rewards for accomplishing those standards.  Design educational programming that describes and explains those standards.  Design coaching protocol for use when those standards aren't met.  Apply all of the above to new and current employees.                  

ELDER CARE BENEFITS

The majority of today's health care workforce is comprised of baby boomers and boomers are feeling squished between raising children and caring for aging parents.  Health care organizations are uniquely positioned to offer elder care benefits for their employees, but are they? 

If the criticial issue of elder care isn't addressed, look for more baby boomers to shift to part time or prn work because they cannot manage a full time job and care for aging relatives simultaneously.  Health care systems that seize these demographic facts and create benefits that support their workforce will find the experienced professionals they need.

HEALTH CARE STRATEGIC PLANNING

QUESTION NUMBER TEN:  What are the three most important items on the organizational strategic plan?

Sadly, the individual conducting your interview probably can't answer that question.  And if the interviewer doesn't have the information, it's a safe bet you won't have access to the strategic plan either.  The ten employment interview questions I've identified should give you insight regarding the state of organizational development at your future employer's health care system.  Unfortunately, the response you may receive to these questions is a blank stare and an unwillingness to hire such a well informed job applicant.  The good news is first rate health care systems can answer all ten questions.  If you're considering a job move, take time to assess whether you are improving your circumstances or merely changing scenery.  If you're an individual with hiring authority and you find these questions troubling, get busy.  You could solve your recruitment and retention challenges by addressing the issues I've discussed.   

HEALTH CARE LEADERSHIP

QUESTION NUMBER NINE:  What ongoing development opportunities are provided to the members of your leadership team?

Sadly, the vast majority of health care organizations have no plan that facilities growth and development of the leadership team.  So, if you're frustrated with the quality of leadership in your current organization, you'll likely be frustrated by leadership in your next health care system.  Do your homework and make sure you're signing on with a first rate organization.  Top notch health care systems understand the only way to succeed is through recruiting and developing first rate people for leadership roles.  First rate leaders recruit, retain and develop first rate staff members.

CAREER PATHS

QUESTION NUMBER EIGHT:  What career path opportunities can be launched from the position for which I'm interviewing?

The response to this question will give you insight regarding the standards for human resources planning.  If the individual conducting your interview can't provide a detailed description of the career path for the job you are considering, the organization does not have an identified strategy to assist with career moves.  People may advance in their careers, be promoted to leadership or make lateral transfers within the organization, but the process that guides these moves is poorly defined unless the organization can describe the path that leads to a desired transition.