1. Becoming a Successful Manager by Understanding the Millennial Workforce
Pam Davis, MSN, RN
Oddsare, if youare inhealthcare management youare of the Baby Boomergenerationyetthe majority
of yourstaff are of the Millennial generation. Understandingthe Millennial’svaluesandexpectationsis
critical to engagingandsuccessfullymanagingthem. Aspointedoutthroughoutcurrentliterature, the
keyto beinga successful managerislearningtodisengage yourself of stereotypesassociatedwiththe
Millennialsandseektounderstandtheirbehaviorsandthe influencesresultinginthatbehavior.
Learningto identifythe strengthsand benefitstheirvaluesandexpectationscanhave onthe work
environmentcanhelpyou transformyourwork environmentintoaproductive one.
In lookingatthe Millennialgeneration,there are several limitationsto be noted. First,there continues
to be inconsistentagreementonthe yearrange that identifiesaMillennial. Datesrange from beginning
as earlyas the late 1970’s rangingto 1982 andendingas earlyasthe early1990’s to 2000. The generally
accepteddate range is from1980 to 2000. Second isin the definitionof “generation”. Twocommon
definitionsprevail withinthe literature;acohortof individualsthatare “born,start school,enterthe
workforce,have children,andretire aboutthe same time andage” (Kowske,B.,2010) anda groupof
individualswhoshare “the life experiencesof theirformativesyearsincludingpopculture,economic
conditions,worldevents,natural disasters,andtechnology.”(Schullery,N.,2013). Withthe oldest
Millennialsonlyrecentlyemerging intothe workmarket addsanotherlimitation. Consideringthe
rapidlychangingenvironmentwithinwhichthe Millennialsare living,itisrealistictoexpectthatthere
mightbe significantdifferencesinvaluesandexpectationsfromthe oldesttothe youngestMillennials.
A final limitationisthe available researchitself. Half of articlesreviewedthataddressMillennialsreport
researchlimitedbythe lackof empirical evidence ortheoretical foundationsrelatingtothe differences

2. inthe Millennial generation. Itwasfoundthat the majorityof researchisqualitative innature using
surveysincross-sectionaldesign withlimitedsamplesizesthathave the inabilitytocorrectforvariances
relatedtoperiod,generational andage effects.
Withinthe limitationshowever,acrossthe literature,the characteristics,valuesandexpectationsof the
Millennialsappearstobe fairlyconsistent. Thisgenerationisnotonlytechsavvybuttechdependent,
havinggrownup ina rapidlychangingenvironmentthatdictatesthe needtohave anunderstandingof
technology. Millennialsseekaflexible workenvironmentthatallowsthem abalance betweentheir
work-lifeobligations. Havinggrownupinan environmentinwhichtheywere involvedinmany
activities,andwatchedtheirparentswhodedicatedthemselvestotheirjobsonlytolose themto
companydownsizing,theydesiretospend more time enjoyingfamily,friendsandleisure activitiesand
exhibitanunwillingnesstosacrifice theiroutside lifetowork. This outside involvementhasalsoleadto
the social,collaborativenature of the Millennials. A confidentgroupwithadesire tohave a voice and
be heard inthe workenvironment,theyhave been broughtupwithinatime whenchildrenhave been
includedinfamilydecisions. Havinggrownupwith“helicopter”parentswhowere highlyinvolvedin
theirlivesandencouragedthemtoachieve,the Millennialsare notafraidto speaktheirmindandare
unwillingtoacceptrulesandexpectationsjustbecause“that’sthe wayit’salwaysbeendone”.Learned
behaviorthroughimmediate feedbackandawardfor achievementthroughvideogames, andhighly
involvedparents, findsthe Millennial’s inneedof constant,immediate feedback,praise andrecognition
for achievements.
So,how doyou make yourwork environmentintoone thatprovidessuccessforboththe Millennials
and you? Due to the surplus of informationavailabletothem viathe internet andtheirencouragement
to be successful anddowell inschool,thisgroupishighlyknowledgeable andseekopportunitiesto
grow professionallyandeducationally. They are highlymotivatedbycompaniesthatofferflexiblework
environmentsincludingjobsharingandworkfromhome opportunities. While thiswouldbe difficultto

3. achieve ina clinical setting, lookforwaystoprovide forflexibilityinthe schedulingof shifts. Millennials
desire toworkin environmentsthatutilizedtechnologyandare unwilling totolerate environmentsthat
do not. Incorporate social media,textingandemail asthe communicationof choice withinyourwork
environmentasthisisthe prevailingformof communication forthisgeneration.
The employee-managerrelationshipis alsokeyinthe successfulof managementof Millennials. Given
an opportunitytobe heardcoupledwithfrequent,immediate,directfeedbackwithinasupportive
trustingenvironmentinwhichemployeesfeelisfair, will increase notonlyjobsatisfactionbutretention
rates. Retention,engagementandsatisfactionrates are notedtodecrease whenthe workenvironment
failstooffervalidlearningorcareermobilityopportunities. Considerdevelopingamentoringprogram
inwhichyou pairan olderstaff memberwitha Millennialgeneration staff,ordevelopyourfeedback
and attentionskillsasa manager. Both are foundtohave a considerablypositive influence acrossthe
board; the oldergeneration gainsassistance in developingtechskills,andthe younger generation
develops pertinentskill setsthatdevelopwithjobmaturity.
Let ushelpyoustepout of your comfortzone and learnto successfullymanage yourMillennial staff.
We can helpyoustepoutof yourcomfort zone, incorporate new strategiesthatworkincongruence
withthe Millennials andsuccessfullylearntomanage them. Diverse Healthcare canassistyouin
developingincreased staff engagement,jobsatisfactionandretentionof yourclinical staff,leadingboth
youand your staff to success.