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HHOW MANY NOVICE NURSESare retained is directly related to thequality of the workplace. Healthywork environments enhance staffretention, boost an organization’sfinances, and lead to excellence innursing practice.1 Best-practice lit-erature confirms that healthcareworkplace culture impacts both thequality of services that healthcareprofessionals provide and theirlevel of workplace engagement.2

A new generation is now enter-ing nursing: the millennial genera-tion. These 18- to 27-year-oldshave shown a high level of interestin nursing, as indicated by a signif-icant increase in applications tonursing programs.3 Unfortunately,after graduation, many of thesenovice nurses quickly decide thatnursing isn’t for them. Data onattrition of the members of the

millennial generation show thatnovices leave or change jobs quick-ly: Their turnover rate is 30% inthe first year of practice, climbingto 57% by the second year.4

This article explores how col-league relationships and the prin-ciple of “it” influence millennialgenerational nursing retention.It also offers many practical ap -proaches and simple suggestionsany nurse or unit can embrace toproduce a quality workplace. First,let’s consider an overview of mil-lennial generation cohort grouppreferences.

Looking at a generationGenerational profiles examinegroups of people who share a collec-tive personality as a result of livingin a similar historical, political, andsocial time.3 Although it’s important

I S S U E S I N N U R S I N G

Tap the unique

strengths of the

millennial generation

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not to stereotype individual nurses,recognizing generational differencescan improve nursing work environ-ments and nurse retention.

The millennial generation,sometimes referred to as genera-tion Y, is the second largest generational cohort in the generalpopulation today.3,5 Born between1981 and 2000, young people inthis cohort were typically raisedby parents who nurtured themand structured their lives. Membersof this generation, raised withalmost endless choices, wereencouraged to express their opin-ions. Subsequently, they learned toview themselves as equal partnerswith their parents and teachers.Members of this technologicallysavvy generation have no memoryof a world before the high-speedInternet.

They’ve also been taught toquestion each situation to findmeaning in every task.5 A commoncomplaint from seasoned nurses is,“These new nurses question everyaspect of their assignment andpatients’ care plans instead of justdoing their work.” Seasoned nursesmust remember that millennialgeneration nurses grew up withthis questioning attitude.

Members of the millennial gen-eration also exhibit a high degreeof altruism. This interest in givingback to society accounts for aremarkable level of volunteerism.3

In short, the millennial genera-tion is tech savvy, optimistic, friend-ly, and cooperative. They’re teamplayers who gravitate to groupactivities and have a need for fre-quent and immediate feedback.5

Generational profiles such asthis illustrate how collective lifeexperiences define and shape val-ues and attitudes. When seasonednurses and employers recognizegenerational preferences and tapinto them, retention will improve.

Welcome to the real worldExperienced nurses are all toofamiliar with the phrase, “nurses

eat their young.” Sadly, in manynursing facilities this statementcontinues to ring true. In fact, aquick Internet search reveals thepoignant voices of young nursesblogging about how to weatherand survive their initial difficultmonths as nurses.6

In clinical rotations, nursing stu-dents become accustomed to man-aging two patients. Imagine howoverwhelmed they feel on their firstjob, when they’re expected to carefor four times as many patients,multitask, and triage priorities successfully. Maybe you remembergoing through this transition your-self. Many of these skills aren’ttaught in school and need to belearned immediately by novices.6

What’s the “it” principle?The principle of “it” can be usedto reach millennial generationnurses to improve their work-place experiences and enhanceretention. “It”—an attitude orperspective that’s both simple andprofound—isn’t easily defined.No blueprint, nursing principle,or procedure can be followed tofind “it,” which isn’t a system or amodel. “It,” a key ingredient to

building high-quality workplaces,is a power that can be harnessedand used to maximize the talentsof all nurses. If a workplace hasit, staff are engaged and satisfiedwith workplace quality.

On the other hand, just one per-son’s negative attitude can easilykill the positive energy in a work-place. Mounting evidence showstoxic work environments con-tribute to conflict and stress amongnurses and are unsafe and demor-alizing places to work.1

Fortunately, if nurses aren’t assatisfied as they could be, “it” canbe cultivated.2 Every nurse hasthe power to build this factor atwork.

Here are some simple steps youcan take to apply the “it” principleto the characteristics of the millen-nial generation and improve work-place relationships.

First step: Unleash the powerof mentorsGenerational profiling identifiesmillennial generation members asseeking a consistent, supportivework environment for learningwhile they transition from noviceto self-sufficient nurse.5 Literatureshows millennial nurses expectmore coaching and mentoringthan any other generation.3 Healthorganizations can provide exten-sive orientations, internships,and formalized preceptorships.Seasoned nurses can bring a posi-tive attitude and perspective towork each day, modeling profes-sional behaviors while they helpmillennial generation nursesdevelop clinical skills.1

The simple but profound act ofbeing available to novices makesa huge difference.2 Availabilitybegins with the conscious deci-sion to care about novices in theworkplace. You have the powerto ignite the spark of caring inthose around you. Explain thewhy behind your actions whileproviding emotional support tonovice nurses.

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Millennial generation nurses can be instrumental

in helping organizationsimplement workplace technology initiatives.

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Mentors are trusted guideswho combine career and socialrelationships to promote the capa-bilities of others.7 Nurses in themillennial generation thrive instructured, secure, nurturing envi-ronments. They enjoy teamworkand appreciate frequent feedback.3

At its best, mentoring is a toolthat can make millennial genera-tion novices feel both cared forand capable.

Second step: The fun beginsThe literature suggests the socialclimate of a workplace can be apredictor of nurses’ intent to stayor leave because social climatehelps determine whether work isfrustrating or exciting.1,8 Obvi -ously, job frustration is a strongpredictor of a nurse’s intent toleave a job.

Based on the generational pro-file, we know that millennial generation members need to feelconnected, enjoy teamwork, andhave a strong social conscience.3

Nursing units become unstablewhen key staff members leavebecause departures cause coworkersto reevaluate their own options.6

But nursing units that operatewell as a team, encourage friend-ships, socialize together, and servetogether are more likely to retaintheir staff.

We all need to form supportiverelationships at work; in fact, socialinteraction is a requirement for jobinteraction. Fun, play, and recogni-tion at work must become a cul-ture, not a program. All nurses, seasoned or novice, are responsiblefor sharing sincere, meaningfulactivities with coworkers whetherthese are formal, informal, timely,or spontaneous.1

Theme days (such as Hawaiianday), casual Fridays, unit-sponsoredpotlucks, or chili cook-offs areexamples of easily initiated unitevents that increase fun andencourage friendship. Heartfeltmessages of gratitude and appreci-ation among staff members could

be encouraged through thank-younote programs. An artfully wrappedpackage (that’s never opened)with a note of thanks can be passedaround a nursing unit. When thecurrent owner of the packagenotices another nurse doing some-thing great, he or she can recog-nize that effort by “passing thepackage.”

Social interaction outside ofwork that encourages nurses toshare their passions with othersalso promotes the “it” factor. Urbanhikes, movie nights, golf tourna-ments, book clubs, or cookingclasses are all events that fostercamaraderie and promote coworkerrelations.

Finally, social climate initiativesshould involve developing a col-lective social conscience and ser-vice to others. Service possibilities,which are endless, all build intothe “it” factor. Nursing units shouldtap into their millennial genera-tion nurses’ altruistic spirit andencourage them to take a leader-ship role in these programs, whichcould involve collecting goods orraising funds for charitable organi-zations. In this way, novice nurses

are the ones building the “it” factorin the unit.

Gifts of the millennial generationMillennial generation nurses them-selves have much to offer. Theyare the first generation of nurseseducated with research-based,best-practice methods and outcomedata. Millennial generation nursesare looking to be seen as equal part-ners and to have a voice in nursingprocess. Who better to share andinstitute best-practice policies thanthose who just learned about them!

Millennial generation nursesshould also be valued for theirunderstanding of technology.They can be instrumental inhelping organizations implementworkplace technology initiatives,and they can be technology men-tors to more seasoned nurses.3,7

Seasoned nurses bring the price-less gift of experience to the work-place; novices bring the gifts ofenthusiasm and cutting-edgelearning. Introduce the simplestrategies discussed here to yourunit and watch millennial genera-tion morale grow and retentionrates increase. ■

REFERENCES

1. American Association of Critical-Care Nurses.AACN standards for establishing and sustaininghealthy work environments: a journey to excel-lence. Executive summary. 2005. http://www.aacn.org/WD/HWE/Docs/ExecSum.pdf.

2. Chambers P. ‘It’—does your nursing callcenter have ‘It’? AAACN Viewpoint. 2008;30(5):16-17.

3. Sherman RO. Leading a multigenerationalnursing workforce: issues, challenges andstrategies. Online J Issues Nurs.2006;11(2):3.

4. Mills JF, Mullins AC. The California NurseMentor Project: every nurse deserves a mentor.Nurs Econ. 2008;26(5):310-315.

5. Pardue KT, Morgan P. Millennials considered:a new generation, new approaches, and impli-cations for nursing education. Nurs Educ Per-spect. 2008;29(2):74-79.

6. Christmas K. How work environment impactsretention. Nurs Econ. 2008;26(5):316-318.

7. McKinley MG. A mentor gap in nursing?Crit Care Nurse. 2004;24(2):8, 10, 12.

8. Atencio BL, Cohen J, Gorenberg B. Nurse retention: is it worth it? Nurs Econ. 2003;21(6):262-268, 299, 259.

Patricia D. Chambers is a clinical coordinator forChronic Disease Management nursing at AlbertaHealth Services in Calgary, Alberta, Canada.

Technologically savvy,members of the

millennial generation have no memory of a world before the

high-speed Internet.