Recruitment, Retention, and Management of Generation X: A Focus on Nursing Professionals

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Abstract
Two-thirds of the nurse workforce are now over the age of 40, and between 40 percent and 60 percent of these nurses are expected to retire within the next 15 years. Enrollment in programs at all nursing education levels is declining. Generation Xers, those born between 1963 and 1977, comprise between 10 percent and 15 percent of the current nursing workforce. Although relatively new to the workforce, Generation Xers have their own ideas of what constitutes an acceptable workplace, and usually the terms of their employment are not negotiable. Further complexity arises from the fact that management of this workforce falls primarily on Baby Boomers—those born between 1943 and 1960. Because of the events that molded their collective characteristics, Baby Boomers entered the workforce driven and dedicated. This group equates work with self-worth, contribution, and personal fulfillment. Many selected their profession not based on economic prospects but with the desire to make the world a better place. In addition, their competitive nature drives them to aspire for higher monetary compensation and titles. The challenge for healthcare leadership is understanding and creating harmony between these two generations. This article presents a summary of recent literature and studies that explain the basic distinctions in cultural characteristics and work ethics between Generation Xers and Baby Boomers. The summary, I hope, provides a guideline for recruiting, retaining, and managing Generation X workers in the nursing field.

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