Generation Z employees entering the workforce often do not possess the skills needed to navigate the workplace. And leaders should understand the problem and learn how to fill in the gaps, Tessa West, PhD, professor of psychology at New York University in New York City, wrote in a March 1 article published in The Wall Street Journal.
A combination of factors — including education in remote environments during the pandemic and learning to communicate through asynchronous methods — has left many Gen Z workers with a skills gap in navigating workplaces.
Gen Z includes those born between 1997 and 2012, making the oldest members 29. The cohort also includes new college graduates entering the workforce, those with a few years of professional experience and high school or college students who may be working part time within hospitals and health systems.
Dr. West recommended that leaders prioritize clear and direct communication and develop rules and habits that “reduce the guessing game for everyone,” such as clear guidelines on communications methods and formats. She also recommended creating a culture of asking questions.
“Anxiety leads us to retreat, rather than asking how to approach situations,” she wrote. “There will be many times when new employees are unsure of whether the criticism they faced was normal or toxic, if they should approach the team first or their boss over an interpersonal conflict, and what ‘casual Friday’ really means. Leaders should showcase asking. Start with established employees doing it — asking for clarity over jargon in a meeting is a good place to start.”
Being unprepared to thrive in their roles can lead to turnover, especially among new hires, according to Dr. West. Hospitals and health systems have prioritized retaining Gen Z healthcare workers through efforts to meet their needs and interests.
For example, Gen Z healthcare workers have expressed a desire to build career pathways early, and health systems have taken steps to satisfy that request.
“We focus on providing clear career advancement pathways, empowering Gen Z healthcare workers to grow within the organization through mentorship, leadership development and specialized training programs,” Angie Mannino, chief human resources, marketing and communications officer at Louisville, Ky.-based Baptist Health, told Becker’s in April.
Mentorship has also been a key focus area in healthcare to ensure new hires become acclimated to the workplace. Columbia-based University of Missouri Health Care created a mentorship program designed to support new graduates and has ensured more frequent touchpoints across all shifts for nurses, especially during their first year, System Chief Nurse Executive Shanon Fucik, BSN, told Becker’s in August.
A less talked about but critical element of retention is new hires’ connection with their leader, Sarah Stumme, CHRO of Minneapolis-based Allina Health, told Becker’s in April.
“Gen Z workers are interested in regular feedback and want to know their leader is invested in their growth and development,” Ms. Stumme said. “Therefore, it is essential to have well-defined leadership competencies, effective and measured leader training, and strong engagement practices to meet the needs of this generation.”
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