Piper Llewellyn E
Onslow Memorial Hospital, Jacksonville, North Carolina, USA.
Front Health Serv Manage. 2012 Fall;29(1):16-28.
The healthcare workforce has grown with the addition of a new group of physicians, nurses, allied health professionals, administrators, and support staff who belong to America's youngest generation now in the workforce-generation Y, or the millennials. This generation consists of more than 70 million people, the oldest of whom are now in their late 20s and early 30s. With traits and workplace expectations that differ from those observed in other generations, and with a size that threatens to overtake the total number of baby boomers, generation Yers are positioned to influence (if not drastically change) current leadership approaches. The common traits that define or are associated with generation Y workers are often regarded as barriers yet provide healthcare leaders with a clear guide to understanding these employees and drawing out their best qualities and performance. For the organization to fulfill its social contract to provide high-quality, cost-effective, and safe healthcare, it must satisfy the needs and manage the expectations of those who directly deliver these services. This is especially important in today's environment, which is marked by the still-fluid stipulations of the Affordable Care Act (ACA), changed consumer expectations, and public demands for transparency and accountability.
随着一群新的医生、护士、辅助医疗专业人员、管理人员和支持人员的加入，医疗保健劳动力队伍不断壮大，这些人属于美国如今在职劳动力中最年轻的一代——Y一代，即千禧一代。这一代人超过7000万，其中年龄最大的现在也才二十七八岁和三十出头。Y一代的特质和职场期望与其他几代人不同，而且其规模有可能超过婴儿潮一代的总数，这使得他们有能力影响（甚至彻底改变）当前的领导方式。界定Y一代员工或与他们相关的共同特质通常被视为障碍，但却为医疗保健领域的领导者理解这些员工并挖掘他们的最佳品质和表现提供了清晰的指引。对于医疗机构履行其提供高质量、高性价比和安全医疗保健服务的社会契约而言，它必须满足直接提供这些服务的人员的需求并管理他们的期望。在当今环境下，这一点尤为重要，因为《平价医疗法案》（ACA）的规定仍在不断变化，消费者期望也有所改变，公众还要求提高透明度和问责制。
