As social security retirement age is moving to 67 years old, it is becoming commonplace to have three generations of workers in a single surgery center.
The cost of recruiting, training, and hiring employees is substantial, so once you have hired a talented team, it’s important to focus on retention. The management and retention tactics that may have worked well for baby boomers or gen X, need to be revisited for millennials.
Researchers have suggested several reasons as to why millennials leave their job: they find the company purpose lacking, or they feel their development is not supported, or, simply, they feel they want to do something else with their life.
Supervisors need help navigating complex issues and events. Whether they are related to something as technically complex as a return to work/fitness for duty case, or handling tardiness, resolving employee disputes, general day-to-day equal treatment of co-workers, or dozens of other HR-related issues. A supervisor is watched at all times by his or her direct reports. As the baby boomers retire and the millennials become leaders in the workforce, supervisors need to understand how to effectively lead and manage in the years ahead.
The expectations of a large cohort of workers are often very different than the expectations of people of older generations. And leadership – beginning with the first line supervisor – must also be ready to adapt, and will need to know how to manage the expectations of the various age groups.
Leaders must understand how the workforce may be changing, and adapt to meet those needs. For example, changing the conversation…
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