K' Lynn Wieck, RN, Ph'D', FAAN

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TOMORROW'S WORKFORCE
SEEKING STABILITY AMID CHAOS

• K. Lynn Wieck, RN, Ph.D., FAAN
• Jacqueline M. Braithwaite Professor,
• The University of Texas at Tyler
• Chief Executive Officer, Management Solutions for
  Healthcare

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ENVIRONMENTAL SCAN

• Global health issues are staggering.
• AIDS in Africa and Europe
• Global disasters (Indonesian sunami Pakistani
  earthquake)
• Competition for US healthcare dollars
  Bumrungrad Hospital, Thailand

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ENVIRONMENTAL SCAN

• Traditional strongholds are in chaos.
• - Union instability
• - Political polarization

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ENVIRONMENTAL SCAN

• Health delivery systems are changing
• - IOM focus on safety
• - CDHPs and Medical Savings Accounts
• - Social insecurity and Medicare Lite
• - Too few nurses and physicians

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ENVIRONMENTAL SCAN

• ACADEMIA trying to prepare graduates for
  uncertain roles in a competitive arena with
  decreasing perception of the value of education

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Good grief, did she say people do not value
academia?
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THE CHANGING ACADEMIC LANDSCAPE
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ACADEMIA IN FLUX!

• Devaluing of a college education
• Dot com industry
• The ones who know how to make a million dollars
  are out there making a million dollars!
• Engineering, IT, and others are outsourcing
  education to the work place
• Political questioning of academic infrastructure
• Tenure
• Funding

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ACADEMIA IN FLUX!

• Challenge of corporate education systems
• University of Phoenix
• Corporate universities
• Academic Arthritis
• The World is Flat (Freidman, 2005)
• Lack of agility, transparency
• Cost of a college education
• Average tuition has grown faster than inflation
  from 2003-2005. (2003 -11, 2004 - 13, 2005 -
  7.1)
• Sellers market

COMPETITION
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FLEXIBLE
EXTERNAL
INTERNAL
FOCUSED
Quinn Competing Values Framework, (1983)
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FLEXIBLE
COLLABORATOR
CREATOR
EXTERNAL
INTERNAL
CONTROLLER
COMPETITOR
FOCUSED
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THE IMPACT OF COMPETING GENERATIONS WHAT THIS
MEANS TO ACADEMIA IN THE FUTURE
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ESTIMATED U.S.A. CIVILIAN NONINSTITUTIONAL
WORKFORCE BY GENERATION2005 RainmakerThinking,
Inc. Analysis   NUMBER (in millions)
PERCENTAGE Generation Y (born 1977-1989) 31.5
21 Generation X (1965-77) 43.5 29.5
Baby Boomers (1946-64) 61.5 42
Schwartzkopf Generation 11.5 7.5 (born
before 1946) TOTAL 148  
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Traditionalists

• Traditionalists (over 60)
• The Great Depression and World War II shaped
  their lives.
• Place a high premium on formality and top-down
  authority.
• RESPECT is their top psychological need.

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TRADITIONALISTS

• strongest work ethic of any generation
• fierce loyalty to the company
• rigid respect of authority and rules, therefore,
  typically do not rock the boat

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TRADITIONALISTS
Traditionalists built the modern corporate
environment.
They sacrificed much and survived great odds.
They are called the Greatest Generation and
they believe it!
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Baby Boomers
Most faculty fit in this category.
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Baby Boomers did not enter the workplace in the
traditional way . And they probably will not
leave it in the traditional way.
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PRIMARY WORKPLACE CHALLENGE
Retaining the gt40 year olds in the workplace.
PRIMARY ACADEMIC CHALLENGE
Designing education to keep the gt40 year olds
employable.
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New skills needed to stay employable

• Computer and IT skills
• New education delivery methods
• Podcasting
• Simulation
• Video-conferencing
• Flexible deadlines and semesters

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So, the Baby Boomers pose unique education
challenges for academia.
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THE EMERGING WORKFORCEthe 20-somethings
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Twentysomethings Generation X 27 40 year
olds
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MEET THE TWENTYSOMETHINGS!

• Often lack basic skills
• Feel they should command instant value
• Dont want to work their way up the ladder
• Want as much as possible as fast as possible
• Want nice things, but prefer fun to
  workaholic lifestyle
• Cynical and concerned with self
• Neither team players nor risk-takers
• Products of divorce plan to marry later and for
  keeps
• Optimistic about life

Bradford Raines, Twentysomethings, 1992.
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Personal values

• Self-orientation, want to have fun
• Want personal attention from managers
• Value quality time
• Extended adolescence

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Work ethic

• Prefer outcomes and time frames hate process
• Want to start at the top
• Mistrust impersonal, centralized authority may
  not value the boss role
• Technology is second nature
• Like multi-tasking

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Future orientation

• Entrepreneurial spirit
• Do not value long-term loyalty to company nor
  do they expect it from the company
• Work motives are different than Boomers.
• Accept racial and sexual diversity as fact of
  life
• Balance and perspective in workplace

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THE EMERGING WORKFORCE
VALUES Overall core values revolve around a
desire to Start at the top. Avoid long
hours. Have fun on the job.
Bradford Raines, Twentysomethings, 1992.
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THE EMERGING WORKFORCE
EXPECTATIONS
To participate in work decisions that affect
them. Want information, especially about how what
they are doing will affect them Want feedback and
attention and input from managers and
faculty Want to be led, not managed
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Cultivating Leadership in the Emerging
Workforce A RESEARCH PROGRAM
K. Lynn Wieck, RN, Ph.D., Principal
Investigator Marge Prydun, RN, Ph.D.,
Co-investigator Teresa Walsh, RN, MS,
Co-investigator Julie Thompson, RN, MS,
Co-investigator
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Personal
Attitude
Intrinsic Qualities
Acquired Skills
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ATTITUDES

• Circle top 3 rank them 1-2-3 X-out least
  important
• Caring Optimistic Supportive Approachable
  
• Cooperative Respectful of subordinates
  Inspirational
• Personable Hard work ethic Cheerful
• Positive attitude Flexible Reasonable
  Fair Calm

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ATTITUDES
Circle top 3 rank them 1-2-3 X-out least
important Caring Optimistic Supportive
Approachable Cooperative Respectful of
subordinates Inspirational Personable Hard
work ethic Cheerful Positive attitude
Flexible Reasonable Fair Calm
2
1
X
3
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MANAGERS
What traits do the Emerging Workforce desire in
their managers?
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DESIRED TRAITS IN A MANAGER
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Trait comparison LEAST Desired
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• Priorities for Young Employees
• Entrepreneurial opportunities must be provided.
• Free agency will be an expectation.
• Emerging workforce workers will not tolerate
  abuse on the job.
• We must address the MANAGER CRISIS!
• New ways to do the work

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The Emerging Workforce is not the problem. They
are the solution!
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Millennials Gen Y Echo Boomers
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• Millennials (16-27 year olds)
• Highly collaborative and optimistic.
• Share Xers emphasis on work/life balance
• Are also highly technology-comfortable
• Put feelings on the table
• Have had significant influence on family
  decisions all their lives
• Want a voice in workplace (and academic)
  decisions.
• High maintenance is the key to high performance.

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Big Spender
High consumers Spend 170 billion per year The
darlings of capitalists
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HEADLINE New Scion Tc Aimed at Young Sport Coupe
From Toyotas Gen Y Brand is an Able Successor to
Celica (American Interntl Auto Dealers)
Have you seen ads for the new Toyota Scion Tc?
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WIRED GENERATION

• Spend 2 hrs a day on www
• More time on computer than television
• 500 channel TV
• Cells, IM, instant downloads

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Heavily Programmed

• Soccer practice, swim practice, play dates
• Want to please their parents, friends, and
  college admissions officers
• Team players student juries, service learning
• I want to be an effective member of the team.
• Most watched-over generation in history

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Six things to know about Gen Y

• High expectations (of themselves and their
  contributions)
• High expectations (of employers)
• See employer as hub of resources
• Want to know whats the deal around here?
• Want to get on board and up to speed very quickly
• Relish responsibility and ownership of the
  challenge
• High maintenance is the key to high performance.

Tulgan, B. (2005). tis the Season to hire
Generation Y. Rainmaker Thinking, accessed at
http//www.rainmakerthinking.com/backwttw/2005/jun
e2.htm
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Retaining the Millennial Generation
Intergenerational Trends in the Healthcare
Setting
K. Lynn Wieck RN, PhD, FAAN, Principal
Investigator Peggy Landrum RN, PhD,
Co-Investigator Jean Dols RN, PhD, CNAA-BC,
Co-Investigator
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Research Questions

• What are the characteristics that Millennial
  generation nurses value in their managers?
• How do Millennial nurses compare with the
  20-something generation nurses as they entered
  the nursing profession over the past decade?
• What generational strategies will increase job
  satisfaction and potentially retention of nurses?

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Quantitative Data Collection

• Online Career Survey for Nurses
• 9/15/2006 to 10/30/2006
• 22 facilities
• Voluntary, Anonymous
• 1,773 staff nurses Sample Size
• 31.9 return based on 5,553 nurses
• Response by hospital 6 to 212 (hospitals range in
  size from 25 to 557 beds)

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Demographics - Sex
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Demographics - Race
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Demographics - Education
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Comparison of Todays Youngest Nurses with 2002
New Nurses
Indicates a Tie
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Satisfaction with Current Position
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Future Turnover by Generation
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As they float in and out of these career paths,
the emerging workforce offers tremendous
educational opportunities for the agile, the
wired, and the collaborative academic partner.
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But they are going to expect their educational
experience to revolve around OUTCOMES!
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How do we prepare students for the roles that the
new generation expects?

• Entrepreneurial opportunities
• Free agency
• Fun and balance in their lives
• Control of the situation

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Outcome Lesson 1. There is one outcome that is
better than the others.
One of these things is not like the other, Which
one is different
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Outcome Lesson 2. Achieving outcomes should be
fun and entertaining.
In video games, the outcome is clear. Kill the
alien before it kills you and you win!
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Outcome Lesson 3. To achieve the outcome, the
team is a means to an end.
The outcome is survival. Survival means you win!
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We must seek ways to focus on outcomes and get
away from a sole focus on the process!
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The generations will coexist peacefully they
have no choice!
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When will everyone be happy?
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How will academia rise to the challenges of the
future generations?
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ACADEMIAS CHALLENGE

• Bring all of these generations together into a
  changing environment, engage them, educate them,
  make money, and keep faculty.

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What does the future hold?
Generation Y will migrate heavily overseas!
Education for the millennial generation will
become more personal and mobile!
Education will be portable and on demand!
Outsourcing will create jobs!
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Well, I dont care how you PREFER to learn. I
have always taught this way, and I have no
intention of changing just for YOU!
This is to certify That Jane North Is an RN
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TOMORROW'S CHALLENGE

• If academia chooses to be part of the problem,
  rather than part of the solution
• Alternate education sources will arise.
• Corporate America and Corporate World will find
  their own answers.
• There is no guarantee that academia will exist
  in its current state in 30 years there is no
  guarantee it will exist at all.

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Is it hopeless???
Of course not! OUT OF CHAOS, COMES OPPORTUNITY!
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The window of opportunity is open.
Academia can reach the brass ring.
The only real question is where will we wear it?
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Thank you for touching the future by sharing your
wisdom with your students.
Copy of slides email lynn_at_drwieck.com