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Question :

What is the Healthcare Industry ?

Answer :


The Healthcare Industry consists of the populations of a diverse nature and has a working towards attainment of a common goal and objective. There are a variety of occupations in a setting of healthcare organizations which have a contribution to the complex nature of such organizations. The occupations include the caring of the patients along with their providers like the physicians, nurses and other registered staffs of the organizations that look after the technological aspects and the management of the medical records (Senior, & Telford, 2015).  The workforce of the healthcare includes the workers from the initial stage of the careers, the experienced ones and the workforces who have their retirement approaching.

As per, Rowland (2013), the industry has huge characteristics and it is important for the leaders of the healthcare organization to appreciate and analyze the divergence that every generation to the workforce. They must connect the advantages of such differences and divergence for the benefits of the organization. There is an expansion of the definition of the diversity in the modern age and the employers developing the strategies of leadership appealing towards the diverse age population will achieve the edge of competitiveness.  There must be recognition of the features of the generations i.e. Traditionalists, Baby Boomers, Generation X, and Generation Y employees.

As per Cabral, Hanson, & Reilly, the generations have their own set of priorities, attitude, style of communication and manner of engagement with the peers and the other employees. They consider different work designs that are manipulating the culture and performance of the organizations. The Traditionalists had grown during the wartime and periods of the postwar, and so had been living in and tailored to a situation of insufficiency. Baby boomers resided in an age of worldwide upgrading and improving economies and are confident about the future opportunities. Generation X embraces principles formed by economic depression, inflation, and technical and hi-tech advancements. Having been elevated throughout an era at the time of eroding conventional values endangered both monetary and emotional safety measures; this generation is frequently described as self-contained and to some extent skeptical of the world around them. Generation Y is further varied than preceding generations, and with respect to cultural and ethnic variety. They have a likelihood of embracing the diversity than all earlier generations due to the consideration of cultural and ethical values (Cabral, Hanson, & Reilly, 2016).

According to (Bourke, 2013), people at times believe that the culture of the company for younger generations represents quarters with games and internet and lack of set of the workplace regulations.  Whereas Chreim, & MacNaughton, considers that the surrounding of a business organization is helpful for increase in the productiveness and growth of the employees and the organization on a whole. According to the study conducted, it has been found that the hosting of happy hours and fun events in the companies is a great way of knowing and communicating with each other. The same helps in growth and development of the workforces together and collectively. Even the style of communication has become a difference in the intergenerational workplace (Chreim, & MacNaughton, 2016)

The variations between the generations of the old and young occur due to the preferences in the styles of the communication. The Generation Y has a style of sending messages in text, tweets and other messengers for the communication while the Baby Boomers and the Generation X have a tendency of preferring the calls and emails. The younger generations have a tendency of using the informal language and abbreviations which require extra effort for the older generations (Hickey, 2013).

Gursoy, Chi, & Karadag, describes that the understanding of the value of the people and the motivation creates easiness in the communication of the expectations of the job. It also has an offering of the correct type of support and even the adjustment suiting the performance of the team. There are even a range of negative stereotypes, which include the usage of the terms such as lazy, technology obsessed, over eagerness and others. These come to the mind of the older generation of the workers while they think of the millennial and the younger generation. The younger generations have the ideas to which they oppose and even they see the older ones difficult to train and become stubborn in setting up the ways (Gursoy, Chi, & Karadag, 2013).     

There is a difficult and conscious effort required in the distinguishing of the talents and one must not use the notion of predetermination towards the same. Cabral, Hanson, & Reilly, studied that the workers have to match the visions of the success with the ethics of the work. Few people have an experience of many things in a short period of time and learned skills, which the older one lacks. But, the older generations have an insight and wisdom that is further than the years having a perspective other than the younger ones (Cabral, Hanson, & Reilly, 2016).

As per the (American Hospital Association Guide 2015, 2014); the cultural expectations also have a consequent shift as the workplaces have an evolvement of keeping up with the changes in the technologies and the work trends of mobile. There can be particular sessions for the transitioning in the older generation workers who are used in having the measurable performances by the spent number of hours at the desks. As per the younger generations, the amount of time spent in office does not prove to be vital in relation to the productivity of the organization. The younger ones prefer the telecommunication in times of rush hour while the older ones prefer staying late to cope of with any sudden requirements (Favero, & Heath, 2012).


The younger generation values and has an expectation of creating a healthy balance of both work and life. The younger workforces tend to come from families having both the parents working and hence, they place a great love for the balance of work and life, Maroney said that the older workers may have estimated to give up a lot of their individual moment to the occupation. Thus, the younger one, having seen their parents be defeated in their jobs in spite of their faithfulness, the millennial group is looking forward to the jobs wherever they can have a life exterior of work (Starks, 2013). The leaders in order to gain a proper method to move toward this issue is to permit individuals to work in the approach that is paramount for them and recognize the hard work of each team associate, not considering their style of work.


The leaders look forward to the progress in the movement from a volume based payment model to a value based model for improving the care procedure and lowering the costs. The intergenerational workforce can have a provision of a rapid and employee capital with ability, solvency, operational performances with optimality and excellent care of the patients in spite of the shortage of labor and rising of the costs of the healthcare organization (McDaniel, & Zimmer, 2016). The same leads to a creation of the advantage of competitiveness and the leaders must have a development of a culture sporting and fostering the teams of intergenerational workforce. The major strategies include firstly, the building of a strong foundation of intergenerational workforce. Secondly, there must be an establishment of effective managerial practices. Thirdly, there must be policies related to the development of generational capability and each of the strategy has an influence and has a supporting on the others and must have a synergistically held operation. Of the strategies under the recommendation, it is essential that the organizations must start with the following i.e. conduction of an evaluation of intergenerational behavior for the determination of the workforce of the organization and development of a plan with comprehensiveness. Secondly, the implementation of the employment of target, retention of segments and the planning of succession must be included in the strategies. Lastly, there must be included, the tailored strategies of communication that have a cultivation of the generational knowledge and sensitive nature. The list must have a provision of the basis for the priority setup for the strategies in the future (Byrd, 2014). 

The profile of the organization must be known as well as the customization of the recruitments and efforts of the succession planning for the future work. There is a fundamental requirement of building up a strong base for suitability in the future for any organization. There must be embracement and celebration of the diversity of the generational workforces for the organizations through the implementation of the policies and programs for the supporting of the growth and development of employees.

There must be a number of procedures that must be undertaken to meet the secure workforces of the future productivity and flexibility of the intergenerational groups. Firstly, there must be conducting of an intergenerational assessment for the determination of the workforce profile of the organization. It includes the evaluation of the current workforces in the care units and hospitals of the organization. The leaders must have clarity of the generations of the organizations and the amount of the employees falling under various categories. The results can be helpful towards the development of a wide-ranging plan addressing the risk factors which support the professionals among employees and the growth of the organization (Heymann, 2014).

Secondly, as per Kaifi et al., there must be an acquisition of the intergenerational capacity in order to put up a sustainable labor force that will make available premium patient care and generate a competitive border for the organization, hospital leaders can relate to the innovative policies to draw intergenerational flair and improve the organization’s talent collection. The targeted employment labors i.e. the organizations must develop recruitment hard work to aim at diverse generations and produce a fair allocation of employees. For instance, the baby boomer generation can be embattled by giving posts about the career openings on websites and additional media passages. There can be application through research and transparency in the internet and websites. The organizations must have an authentic, honest and transparent approach of the claims in the websites. There can be employment of a variety of websites like the video channels and the social media for targeting the various generations (Kaifi et al., 2012).

Lastly, there must be descriptions of the jobs connecting role to the mission and values of the healthcare organization. There must be effectiveness in the tailoring of the communication of the values for the appealing of the differences in the generation.


One time, when a generationally varied and brilliant workforce is in position, leaders can have a focus on policies and procedures to keep hold of the creative employees and avoid high and costly earnings. There can be tailoring of the maintenance services to dissimilar generations, providing supple effort options, contributing in the educational and career growth programs and providing supplemental profits opportunities will motivate employees. The organizations can expand employee support services to attend to the evolving desires of employees, such as caring for elderly parents and the dependents. There must be flexibility in the work options for retaining the talents, specially individuals heading towards retirement, organizations can offer profitable options for sustained employment, whether part-time or full-time, and a reimbursement package or unusual work accommodations that bear the needs of an employee (Cahill & Sedrak, 2012).


The organizations may have to find modern ways to move forward the expertise sets of their human resources. Furthermore, the organizations must put forward a competitive income that is proportionate with the skills and experience of the employees. They may additionally offer the supplementary income alternatives to increase the salary of an employee. The organizational leaders and the managers must have a requirement of learning the features of each follower for the better leveraging of the strengths of the employees and effective distribution of the projects. They experience of the older generations and the technological savvy of the younger generations must be combined to get a stronger background of the academics (Zimmer, 2016).

There must be steps undertaken by the leaders in providing relief to the generational tensions and the employees must also understand the uniqueness in the qualities of each generation on an individual basis. The professional and the educational activities for the growth and development are too effective in breaking down the negative stereotypes and mitigating the friction among the cohorts. The workers having greater experience can create passing on of the skills to the modern workers and thus every cohorts can attain knowledge from one another (Dow, Joosten, Biggs, & Kimberley, 2016). Lastly, the leaders of the healthcare can implement programs with the intention of addressing the intergenerational workforce. Leaders must recognize the requirements and goals of the organization and bring into line the workforce scheme and the same smooth the progress of creating a practical and sustainable design for achievement.



American Hospital Association Guide 2015. (2014) (1st ed.).

Aust, M. (2013). The Nurse Manager's Guide to an Intergenerational Workforce. Critical Care Nurse, 33(2), 88-88.

Bourke, M. (2013). Identity and redemption. Theology, 116(2), 103-110.

Byrd, M. (2014). Diversity in the workforce (1st ed.). New York, NY [u.a.]: Routledge.

Cabral, R., Hanson, D., & Reilly, M. (2016). Leading and Retaining a Multigenerational Nursing Workforce: Leadership Grounded in Caring Science. International Journal For Human Caring, 20(2), 93-95.

Chreim, S., & MacNaughton, K. (2016). Distributed leadership in health care teams. Health Care Management Review, 41(3), 200-212.

DelCampo, R. (2012). Managing the Multigenerational Workforce: From the GI Generation to the Millennials. Human Resource Management International Digest, 20(2).

Dow, B., Joosten, M., Biggs, S., & Kimberley, H. (2016). Age Encounters: Exploring Age and Intergenerational Perceptions. Journal Of Intergenerational Relationships, 14(2), 104-118.

Favero, L., & Heath, R. (2012). Generational Perspectives in the Workplace: Interpreting the Discourses That Constitute Women's Struggle to Balance Work and Life. Journal Of Business Communication, 49(4), 332-356.

Gursoy, D., Chi, C., & Karadag, E. (2013). Generational differences in work values and attitudes among frontline and service contact employees. International Journal Of Hospitality Management, 32, 40-48.

Heymann, J. (2014). The mature workforce: Profiting from all abilities. The Upside of Aging: How Long Life is Changing the World of Health, Work, Innovation, Policy, and Purpose, 113-130.

Hickey, J. (2013) The clinical practice of neurological and neurosurgical nursing (1st ed.).

Kaifi, B., Nafei, W., Khanfar, N., & Kaifi, M. (2012). A Multi-Generational Workforce: Managing and Understanding Millennials. International Journal Of Business And Management, 7(24).

Lai, A., & Kaplan, M. (2013). Intergenerational Strategies for Enriching the ESL Education Platform. Journal Of Intergenerational Relationships, 11(4), 425-439.

Lowther, A. (2014). Rise of the millennials: how they will impact the cyber workforce. International Affairs Forum, 5(2), 97-105.

Luthra, P., & Dula, C. (2014). Intergenerational Management at GlaxoSmithKline in Asia Pacific.(2014). Case Collection.

McDaniel, S., & Zimmer, Z. (2016). Global ageing in the twenty-first century (1st ed.). London: Routledge.

North, M., & Fiske, S. (2015). Intergenerational resource tensions in the workplace and beyond: Individual, interpersonal, institutional, international. Research In Organizational Behavior, 35, 159-179.

Rowland, P. (2013). Core principles and values of effective team-based health care. Journal Of Interprofessional Care, 28(1), 79-80.

Senior, E., & Telford, M. (2015). Using an integrated teaching and learning approach to deliver inter-professional practice in Public Health. Nurse Education Today, 35(10), 1013-1015.

Starks, A. (2013). The Forthcoming Generational Workforce Transition and Rethinking Organizational Knowledge Transfer. Journal Of Intergenerational Relationships, 11(3), 223-237.

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