CMSA Today - Issue 3, 2016 - (Page 20)

Communication A Challenge for Case Managers: Engaging with the Multigenerational Workforce JANET S. COULTER, MSN, MS, RN, CCM DEBRA C. FAULKNER, MSN, RN, CCM, CEAC C ase managing a multigenerational workforce can be a challenge. Four generations working side by side is a common occurrence in many industries. Each generation brings their own perspective to the workplace, and that perspective is influenced by many factors, including communication style, leadership style, ways they handle conflicts or misunderstandings, and expectations of both the employer and employee.1 To effectively engage an injured worker and facilitate a better outcome, the case manager must first understand his or her own generational influences. Once the case manager has identified his or her generation, identification of the injured worker's (IW) generation is the next step. To identify what generation a person falls under, only a date of birth is needed, but to understand the characteristics of a generation, shared experiences must also be considered. 2 Each generation experienced different major events between the ages 5 and 18, which are considered the prime development years. 3 A brief overview of the time and events for the generations is included in Table 1. Characteristics of the Generations career. They respect authority, have traditional values and morals, and do not initiate conflict in the workplace. They value conformity, commitment and consistency. In addition, they favor "top down" chain of command and get along well with others in the workplace.1 TRADITIONALIST BABY BOOMERS When speaking of the Traditionalist generation, Tom Brokaw has been quoted as saying, "It is, I believe, the greatest generation any society has ever produced."4 Members of this generation, also referred to as "The Veterans" or "The Builders," were born between 1925 and 1945 and are in their 70s to 90s today. Many are still working but are at or beyond retirement age. This generation lived through prohibition, the Great Depression, World War II, and the boom after WWII.1 Although they are technologically challenged and slow to change work habits, they are hard-working and good team players. Traditionalists consider work a privilege. They work long hours and feel they earned their way through hard work. They are loyal to their employer and may work for the same employer their entire job career/life. This group is not likely to change jobs to advance their The baby boomers were born between 1946 and 1964 and are in their 50s to 60s. They have lived through many changes and believe they can change the world. This generation experienced the civil rights movement, the Vietnam War, the birth of rock and roll, nuclear threats, and the space race.1 They are well-established in their careers and hold positions of power and authority. Members of this generation are loyal to their employer, extremely hard-working, and motivated by position, perks, and prestige. They work long hours, define themselves by their accomplishments, have sacrificed a lot to be where they are, and like structure and face-toface meetings. Baby boomers are sometimes described as "workaholics" as they have limited work flexibility and minimal work-life balance. This generation can be characterized as independent, confident, and self-reliant. They TABLE 1: MAJOR EVENTS FOR THE GENERATIONS GENERATION BIRTH YEARS MAJOR EVENTS Traditionalists Baby Boomers 1925-1945 1946-1964 Generation X Millennials 1963-1980 1980-2000 Great Depression, New Deal, World War II, Korean War, FDR Administration Civil rights movement, Cold War, space travel, Vietnam War, social unrest, Roe v. Wade, Nixon/Watergate, television Challenger disaster, fall of the Berlin Wall, AIDS, diversity, Desert Storm, Reagan/Bush Administration Internet, Violence in schools, Clinton-Lewinsky affair, 9-11, Iraq, Columbine Ballone, C. (2007). Consulting your clients to leverage the multi-generational workforce. Journal of Practical Consulting, 2(1), p.10. 20 CMSA TODAY Issue 3 * 2016 * DIGITAL

Table of Contents for the Digital Edition of CMSA Today - Issue 3, 2016

Tracking Outcomes and Return to Work Within the Hospitality Industry: The Marriott International, Inc. Approach
Optimizing Workers’ Compensation Programs through Integrated Utilization Management and Case Management Interventions
A Challenge for Case Managers: Engaging with the Multigenerational Workforce

CMSA Today - Issue 3, 2016