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Strategy 10 To supplement the training opportunities at Beaumont Health System, informal generational management practices are encouraged at all levels of the organization. For example, during staff meetings, employees discussed lessons learned from their participation in the generational diversity course and facilitated discussions around the keynote speech, which remains accessible on the diversity website. Employee relations representatives share generational resources with employees and managers, and managers are introduced to generational management concepts during their orientation. Since its inception, the administrative fellowship program has had five participants.As of 2013, three of the fellows hold key leadership positions at Beaumont Health System. The health system’s 2009 conference on generational diversity had the highest attendance of its annual diversity conferences to date.Approximately 300 employees participated, including physicians, organizational leaders and volunteers, and feedback about the program and speakers was overwhelmingly positive. Through small group discussions and interactive exercises in the “Generation Sensation” course, participants have gained strategies to help combat potential conflicts that can occur because of generational differences. Lessons Learned The focus on generational diversity has piqued organizationwide interest on generational topics. Hospital leaders learned that employees were eager to understand generational differences and improve communication skills to enhance working relationships among the generations. Results

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Managing an IntergenerationalWorkforce: Strategies for Health Care Transformation