Millennials and organizational change

Whether establishing an innovative patient care program, implementing a new coding system or reconfiguring patient portals, organizational change within the healthcare setting is inevitable. It extends beyond policies and systems that govern the workplace and includes the employees of the institution.

One major example is the generational shift in the workplace. The larger majority of workers has shifted from baby boomers to millennials. According to Pew Research Center’s analysis of U.S. Census Bureau Data, millennials have surpassed baby boomers as the nation’s largest living generation. Millennials — whom we define as those ages 18-34 in 2015 — now number 75.4 million, surpassing the 74.9 million baby boomers (ages 51-69). Millennials have become the largest segment of our country’s labor force.

Many millennials are electing to work in positions that are enjoyable and personally satisfying rather than high-paying or with potential for advancement.

As with any generation, millennials have their own distinct characteristics and abilities. As a group, they were raised during a time of rapid technological advancement, are the first digital natives and have never known a world without the internet. They are generally described as tech savvy and possibly more self-focused than other generations. Due to their experiences and background, this cohort presents unique challenges and opportunities regarding organizational change. As leaders in the field of medical group management, keep these ideas in mind while guiding millennials through change at your practice:

Millennials are more open to change than their predecessors

These individuals have grown up surrounded by novelty and variation, and are less likely to pose resistance to innovative technologies and advancements as older generational cohorts. Conversely, they typically thrive on new goals and challenges for motivation and engagement. However, when facing a transformation, millennials are more inquisitive about how the change will affect them personally and their position within the company. Some leaders may feel challenged by these questions and view it as a sign of disrespect. Leaders need to understand questioning is natural for millennials who seek transparency and disclosure. They have a desire to be fully informed as they move forward in the process of change.

Millennials seek collaboration

These young employees tend to be educated and are confident in their abilities. They believe in teamwork and relationship building. Typically, millennials work effectively as members of a team and flourish in supportive and nurturing environments that promote cooperation. Not only do they seek partnership with their lateral teammates but also with those in positions of authority. Thus, command-and-control styles of leadership are not usually successful with these employees. Although they may solicit advice from supervisors, they also expect the opportunity to share their viewpoints with the administration. It is important they receive feedback to know their input was noteworthy and to provide a voice in organizational development.

Millennials communicate differently

Long gone are the use of telephone calls and face-to-face meetings to relay information. Instead teleconferencing, texting and social media have become the favored tools of this cohort. To communicate messages associated with change, leaders should consider using these technologies to reach their younger employees effectively. For example, employee social media programs can serve as a useful network to share information, receive feedback, announce achievements and encourage discussions about relevant business matters.

Another distinguishing characteristic concerning communication is that millennials receive and access information on mobile devices more than any other medium. According to Statista, a statistics and market research portal headquartered in Hamburg, Germany, millennials spend on average three hours a day online via their mobile devices. They quickly find information and answer questions via their mobile devices, and they use text messaging to receive instant replies from family and friends. As a result, millennials expect that their communications in the workplace will follow a similar pattern and have less patience for delayed response times.

Millennials seek meaning in their work

Many millennials are electing to work in positions that are enjoyable and personally satisfying rather than high-paying or with potential for advancement. Forward-thinking millennials desire continual innovation and risk-taking. If millennials are not a part of the creative process or asked for input, they may disengage from the workplace and find meaning elsewhere. On the other hand, if they feel empowered and valued, they are more apt to become change agents and encourage others to cooperate. Providing millennials with additional opportunities and responsibilities in the change process will create a sense of ownership for the change itself.

The number of millennials working in medical practices will continue to increase into the next decade. Healthcare continues to evolve and will require those working in the field to adjust. The challenge for medical practice leaders will be to adapt their leadership efforts to meet the unique attributes of this cohort. By doing so, administrators can increase the likelihood of successful transitions in the workplace and create an environment equipped for growth and prosperity.