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Managing an Intergenerational Workforce - AHA

Managing anIntergenerational Workforce :Strategies for Health Care TransformationJanuary 2014A report from the AHA Committee onPerformance Improvement1 Managing an Intergenerational Workforce : Strategies for Health Care TransformationAmerican hospital Association2013 Committee on Performance Improvement Suggested Citation:American hospital Association, Committee on Performance Improvement. (2014, January). Managing an Intergenerational Workforce : Strategies for health care transformation. Chicago, IL: Health Research & Educational Additional Information:Maulik S. Joshi, DrPH, (312) 422-2622, at: 2014 Health Research & Educational Trust.

Hoag Memorial Hospital Presbyterian Barclay E. Berdan Chief Operating Officer and Senior Executive Vice President Texas Health Resources Damond Boatwright Chief Executive Officer Overland Park Regional Medical Center Thomas W .Burke , MD Executive Vice President and Physician-in-Chief University of Texas MD Anderson Cancer Center John Duval

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Transcription of Managing an Intergenerational Workforce - AHA

1 Managing anIntergenerational Workforce :Strategies for Health Care TransformationJanuary 2014A report from the AHA Committee onPerformance Improvement1 Managing an Intergenerational Workforce : Strategies for Health Care TransformationAmerican hospital Association2013 Committee on Performance Improvement Suggested Citation:American hospital Association, Committee on Performance Improvement. (2014, January). Managing an Intergenerational Workforce : Strategies for health care transformation. Chicago, IL: Health Research & Educational Additional Information:Maulik S. Joshi, DrPH, (312) 422-2622, at: 2014 Health Research & Educational Trust.

2 All rights reserved. All materials contained in this publication are available to anyone for download on , or for personal, non-commercial use only. No part of this publication may be reproduced and distributed in any form without permission of the publication or in the case of third party materials, the owner of that content, except in the case of brief quotations followed by the above suggested citation. To request permission to reproduce any of these materials, please email A. DiegelCommittee ChairPresident and ChiefExecutive OfficerSt. Charles Health SystemMark C.

3 Adams, MDChief Medical OfficerFranciscan Health SystemRichard Afable, MDPresident and Chief Executive OfficerHoag memorial hospital PresbyterianBarclay E. BerdanChief Operating Officer and Senior Executive Vice PresidentTexas Health ResourcesDamond BoatwrightChief Executive OfficerOverland Park Regional Medical CenterThomas W. Burke, MDExecutive Vice President and Physician-in-ChiefUniversity of Texas MD AndersonCancer CenterJohn DuvalChief Executive OfficerMedical College of Virginia HospitalsLaura EastonPresident and Chief Executive OfficerCaldwell memorial HospitalGeorgia Fojtasek, RN, EdDPresident and Chief Executive OfficerAllegiance HealthNancy A.

4 Formella, MSN, RNChief Operating OfficerBeth Israel Deaconess Medical CenterRaymond GradyTrusteeNorthwest Community HealthcareMary Henrikson, MN, CENPVice President for Patient Care ServicesSt. Anthony Summit Medical CenterMary Anne Hilliard, BSN, JDChief Risk CounselChildren s National Medical CenterRussell W. JohnsonSenior Vice President of Network DevelopmentCentura HealthDouglas LeonardPresident and Chief Executive OfficerIndiana hospital AssociationRaymond W. Montgomery IIPresident and Chief Executive OfficerWhite County Medical Center Sarah PattersonExecutive Vice President and Chief Operating OfficerVirginia Mason Medical CenterMarlon L.

5 Priest, MDExecutive President and Chief Medical OfficerBon Secours Health System, Inc. Michael G. Rock, MDMedical Director, Mayo ClinicHospitals/Mayo FoundationMayo ClinicPamela T. Rudisill, DNP, RN Vice President, Nursing and Patient SafetyHealth Management Associates, K. SollenbergerExecutive Vice President and Chief Executive OfficerUniversity of Texas Medical Branch Health SystemArthur A. Sponseller, JDPresident and Chief Executive OfficerHospital Council of Northern and Central CaliforniaRichard J. UmbdenstockPresident and Chief Executive OfficerAmerican hospital Association Raymond P.

6 Vara, and Chief Executive OfficerHawaii Pacific HealthMary Beth Walsh, MDExecutive Medical Director and Chief Executive OfficerBurke Rehabilitation Hospital2 Managing an Intergenerational Workforce : Strategies for Health Care TransformationAcknowledgmentsThe AHA Committee on Performance Improvement would like to acknowledge the following organizations and individuals for their invaluable assistance and contributions to the committee s work:Alison S. Avendt, MBA, Vice President, Professional and Support Services, ProMedica Toledo HospitalLuke B. Barnard, MS, Manager, HR Analytics and Workforce Planning, ProMedicaBonnie Bell, Executive Vice President for People and Culture, Texas Health ResourcesBonnie Clipper, DNP, RN, CENP, FACHE, Chief Nursing Officer, Medical Center of the RockiesJim Finkelstein, President and CEO of FutureSense, Inc.

7 , Author of Fuse: Making Sense of the New Cogenerational WorkplaceMina Kini, Administrative Director, Diversity and Inclusion, Texas Health ResourcesKathleen Nelson, RN, MSN, Chief Nursing Officer, Eastern Idaho Regional Medical CenterRhoby Tio, MPPA, Program Manager, Hospitals in Pursuit of Excellence, Health Research &Educational Trust3 Managing an Intergenerational Workforce : Strategies for Health Care TransformationTable of ContentsExecutive Generations in the to Support Health Care Building a Strong Generational Establishing Effective Generational Management Developing Generational High-Performing Examples of Intergenerational Management Future an Intergenerational Workforce : Strategies for Health Care TransformationExecutive SummaryGenerational diversity is rapidly changing Workforce dynamics.

8 Each generation has different priorities, attitudes, communication styles, work approaches and ways to interact with colleagues, which influence organizational culture and performance. There are also common and unifying characteristics across all generations that can be leveraged to create optimal teams, critical for future health care these generational strengths and differences will give hospital and care system leaders an edge as the health care field moves from the first curve, where hospitals operate in a volume-based environment, to the second curve, a value-based care system and business model.

9 Leaders that develop robust and productive multigenerational teams, leveraging each cohort s strengths, will be well positioned to handle life in the gap, the transition between the two curves. In 2011, the American hospital Association Committee on Performance Improvement (CPI) released Hospitals and Care Systems of the Future, identifying several must-do strategies and core competencies to help leaders manage life in the gap and achieve the Triple Aim of health care: improve the health of the population (our communities), improve the individual care experience and reduce the per capita cost of health care.

10 Building a robust organizational culture that can adapt to change is essential to achieve these goals. To build a healthy culture, leaders need to harness all employees potential to achieve optimal organizational performance and ensure excellent patient the Workforce becoming increasingly diverse, the 2013 AHA CPI explored the effects of the Intergenerational Workforce on hospital organizational culture and patient outcomes. Leaders who capitalize on the commonalities and differences of each cohort can create a dynamic and engaged Workforce and gain a competitive edge in attracting and retaining productive employees, even withlabor shortages.


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