Nursing CE Central
Flexible work arrangements, mental health resources, and employee resource groups are among the initiatives one hospital system is using to entice Generation Z to the nursing industry.
Mass General Brigham (MGB), located in Somerville, Massachusetts, has roughly 82,000 employees, including 6.7% who are considered Gen Z, according to Becker’s Hospital Review. MGB’s chief human resources officer told Becker’s the health system has a “notably low turnover rate” among its Gen Z staff.
And with high turnover rates plaguing the industry as a whole, healthcare leaders are looking to the younger generation (the Gen Z population is considered to have been born between 1997 and 2012), hoping to increase their time in the field by cultivating work environments they can thrive in.
John Hopkins University projected that by 2030, Gen Z will account for roughly 30% of the workforce. And their views, both in and out of nursing, represent a shift from previous generations.
An October 2024 Nurse Leader feature found that Gen Z’s core values include caring about others, valuing diversity, and being more likely to use gender-neutral pronouns. From a professional perspective, they prefer nonhierarchical leadership, have a pragmatic view of work, value collaboration, like flexibility and immediate access to information, and integrate multitasking into workflows.
“Healthcare organizational recruiters and leaders need to develop a company culture that emphasizes collegial leader and peer relationships, update company benefits and compensation to fit Gen Z lifestyles and develop onboarding methods that are digitally based and engaging,” the authors stated.
However, they also noted the importance of upholding “a common set of values, norms, and ethics in the workplace” while appealing to different generations’ preferences.
To help with recruitment and retention, one suggestion is to meet potential employees where they are — social media.
“The current job market requires interviewing and job offer speed,” Rose Sherman and Tanya Cohn wrote for the American Nurse Journal. “[Nurse recruiters] should work closely with human resources (HR) to ensure that high-value candidates aren’t lost in a bureaucratic hiring process.”
Social media also plays a role, even if a candidate doesn’t accept an offer of employment. Sherman and Cohn reminded leaders that they should leave a good impression because Gen Z and Millennial nurses tend to share job interview experiences online.
Conversations about career growth also shouldn’t be discounted. Heather Harris-Keliiheleua, assistant vice president of talent strategy at Orlando (Fla.) Health, told Becker’s that Gen Z staff want those discussions to occur “early and often.”
“A lot of the things that Gen Z is asking for are things that other team members really can benefit from, too,” she said. “And it behooves us to listen to their perspective and their point of view because it makes our organization stronger going forward.”
Generation Z — those born between 1997 and 2012 — are expected to make up about 30% of the overall workforce by 2030. And with the current turnover concerns in the nursing industry, leaders are looking to appeal to Gen Z to fill those roles long term. By focusing on the interests and worldviews of this generation, they hope to cultivate tenured nurses whose career and life goals align with their organization.
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