Generation Y

Two longitudinal surveys also give a glimpse into the generational psyche separating baby boomers, Generation X, and Generation Y: the “Monitoring the Future” survey and the “American Freshman” survey, both conducted annually by the University of Michigan and UCLA, respectively. A few notable trends from these surveys comparing the last three generations include:²

The proportion who responded that being wealthy is very important ranged from 45% of baby boomers to 70% of Generation X and 75% of Generation Y;
Fifty percent of baby boomers, 39% of Generation X, and 35% of Generation Y said it is important to keep up to date with political affairs; and
Seventy-three percent of baby boomers and 45% of Generation Y responded that it was important to develop a meaningful philosophy of life.

While these characteristics might not sound particularly appealing, social scientists have found highly laudable adjectives that accurately describe the psyche of Generation Y, which include confidence, tolerance, and affability. One writer describes them as “polite, pleasant, moderate, earnest, friendly … no anger, no edge, no ego.”³

So, as with every generation, Generation Y comes with its share of traits that are irresistible and those that are maddening. Eighty million strong, accounting for about one-quarter of all Americans, how can future HM groups adapt to the flood coming down the pipeline?

We can learn from other industries, as Generation Y has been in the workforce elsewhere for years. Companies like Goldman Sachs and IBM figured out how to keep them engaged in their workplaces in a meaningful way, knowing they have high expectations for workplace mentorship/coaching, salary, and advancement, and seek more feedback and decision-making involvement.

Recommendations

I offer a few tangible recommendations; many of these will be beneficial for any hospitalist group:

Ensure a robust and ongoing mentoring program. Generation Y’ers are more likely to need and thrive from a functional mentor program, where they can seek and receive advice and guidance in regular intervals.
Ensure that financial compensation, incentive programs, and pathways for advancement are clearly defined. As mentioned above, many Generation Y’ers consider wealth important, so avenues for advancement should be well defined for those willing to pursue it.
Create non-financial reward systems, such as “Hospitalist of the Month” recognitions based on clinical or other criteria (teamwork, attitude, fortitude). This generation, more than most, has an expectation for recognition and rewards. These non-financial rewards can be easily, appropriately, and fairly built in.
Utilize information technology to its fullest capacity, and engage them in creating ways of using technology to its advantage, including blogs, Twitter, etc. More than past generations, they are comfortable with and have an aptitude for information technology, and that should be harnessed at the point of care.
Ensure hospitalists have a firm understanding of the appropriate use of social media at work, and outside it. They are as comfortable with social media as past generations have been with email, and helping define clear boundaries will be of benefit to everyone in the group.

And when you spend a few years getting all your Generation Y’ers settled in, along will come Generation Z.

Dr. Scheurer is a hospitalist and chief quality officer at the Medical University of South Carolina in Charleston. She is physician editor of The Hospitalist. Email her at [email protected].

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