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Developing Generational Competence While leaders play a role in relieving generational tensions, individual employees also need to understand the unique qualities of each generation. Education and professional development activities are effective in breaking down stereotypes and preventing friction between the cohorts. Experienced workers can pass skills along to new workers and vice versa.These activities and programs break down generational silos as each cohort learns from the others. ˆ ˆ Develop Generational Understanding Every individual in the organization must recognize the different characteristics of each generation, especially how work is perceived and performed. For example, baby boomer physicians believe in building personal relationships with patients; being a doctor is a 24/7 commitment to their patients. 41 On the other hand, younger physicians like having a predictable work schedule and more work-life balance. (See Case Study 3.) ˆ ˆ Participate in Formal Mentoring Programs Mentoring and shadowing programs enable each individual to develop tools to work effectively with all generations. Experienced workers can pass along skills to new workers and vice versa.These programs break down generational silos as each cohort learns from the others. (See Case Studies 1, 2 and 4 and Case Example 9.) ˆ ˆ Improve Communication Skills and Generational Sensitivity Since each generation has its own style of communicating, all employees must learn the differences to work effectively with colleagues. Further, each generation brings its own ideas of what is appropriate in the workplace and how to achieve goals.Table 5 provides a summary of each generation’s communication preferences. (See Case Study 3.)

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Managing an IntergenerationalWorkforce: Strategies for Health Care Transformation