Recruiting and retaining Generation Z healthcare workers — from new college graduates to those with several years of experience — requires understanding their top priorities.
Forty-four health systems were recognized on Forbes’ 2025 list of America’s Best Healthcare Employers for New Grads, based on employee ratings of growth opportunities, flexibility, wages, benefits and inclusion.
Becker’s asked leaders at these organizations how Gen Z has influenced their workforce planning, from a greater emphasis on well-being to doubling down on purpose-driven work.
Seventeen executives, including chief human resources officers and other leaders, responded to the question, “What has Gen Z taught you about healthcare workforce planning?”
Editor’s note: Responses have been lightly edited for clarity and length.
Peter Adebi. Senior Vice President and CHRO of Cincinnati Children’s: Gen Z views wellness as a core cultural value, rather than a discretionary perk. They seek purpose-driven work that aligns with their personal values, placing meaning above monetary gain. Their preference for collaborative, non-hierarchical environments highlights the importance of inclusive team dynamics. They prioritize transparency, continuous feedback and merit-based advancement, reflecting a self-motivated and growth-oriented mindset.
LeAnne Andersen. Chief People Officer of Emplify Health (Green Bay and La Crosse, Wis.): The Gen Z workforce is our future, and we need to shift our value proposition and workforce planning approach to attract and engage this dynamic generation. Gen Z has taught us that it is not only acceptable but important to openly discuss purpose, highlighting the difference between being mission-driven and purpose-driven, with a growing emphasis on emotional connection and a desire to make a positive impact in the world. They have a strong expectation that technology is part of their life, underscoring the need to invest in and integrate cutting-edge digital tools into our workflows. Gen Z values being seen and supported both inside and outside the workplace, making this a critical consideration in workforce planning.
Rhonda Brandon. Senior Vice President and CHRO of Duke University Health System (Durham, N.C.): Gen Z has ushered in a significant paradigm shift, causing healthcare organizations to rethink and reshape ways of working. These talent often set personal well-being boundaries by prioritizing flexibility and balance with manageable workloads. They’ve taught us the necessity of being more human-centered, tech-savvy, innovative and mission-driven. While different from previous generational perspectives, it is incumbent upon us to learn from our Gen Z talent, embrace these characteristics and adapt accordingly in order to successfully attract, develop and retain in relevant and contemporary ways.
Michael Brown. Senior Vice President and CHRO at Houston Methodist: Gen Z workers are purpose- and mission-driven and seek opportunities for professional development. At Houston Methodist, our recruitment strategy is reflective of our mission and values, and roles very much align with a desire to make a meaningful impact. We also prioritize professional growth by investing in on-the-job skill development and outlining clear career pathways. Finally, we’ve incorporated workforce well-being resources to champion holistic health, while demonstrating our commitment to caring for those who care for others.
Yolan Campbell. Vice President of Human Resources Operations at The University of Texas MD Anderson Cancer Center (Houston): Our Gen Z workforce wants to be a part of mission-driven work that they can engage in with their heart, so providing care for patients and advancing our mission to end cancer resonates with them. Once they are in the workforce, Gen Z employees want to have a voice and be able to speak up about things that are important to them. Because they spend so much of their time in the workplace, they want to ensure that their environment is one where they can use technology to enable their work and therefore deepen their impact and contributions.
Aimee Claiborne. CHRO of Dartmouth Health (Lebanon, N.H.): Gen Z has taught us that healthcare workforce planning must center on purpose, flexibility and innovation. As a rural academic health system, we’ve responded by embracing technology, an ongoing commitment to remote work where possible, offering flexible roles and benefits for a multigenerational workforce, and creating clear career pathways. Integration with our system members enables movement across care environments, keeping work fresh and engaging. This generation values well-being, inclusivity and belonging, and mission-driven work — which continuously helps us to modernize while living our shared values: We Embrace, We Explore, and We Excel.
Angela Clark, PhD, RN. President of Barnes-Jewish College Goldfarb School of Nursing (St. Louis): Generation Z has reminded us that mental health and well-being are not optional — they are foundational to building a resilient and sustainable nursing workforce. Their openness and advocacy have reshaped how we think about supporting students and new graduate nurses. Tech-savvy and unafraid to ask, “What if this could be better?” they are championing inclusive, compassionate, and forward-thinking practices that are redefining our learning and care environments. It is our responsibility not just to meet, but exceed their expectations by leveraging innovation and technology to build stronger, more connected systems of support. Serving this generation has been a true privilege. When they advocated for a full-time mental health support dog on campus, they weren’t just making a request — they were modeling what it means to create healing environments by first caring for ourselves. And because of their leadership, we are all better for the change.
Betsy Clough. System Vice President and CHRO at UW Health (Madison, Wis.) Gen Z is reshaping how we think about healthcare careers — emphasizing purpose, flexibility, inclusion, and impact over titles and roles. At UW Health, we’re focused on creating meaningful career paths, fostering a culture of belonging, and supporting the whole person. Programs like our unique apprenticeships along with recognition from Forbes as a top employer for new grads show we’re listening, evolving and embracing this new perspective.
Eric Cole. Corporate Senior Vice President of Human Resources at Scripps Health (San Diego): At Scripps Health, Generation Z represents 13.5% of our workforce and is beginning to influence our workforce planning through their expectations for flexibility, technology and purpose-driven work. They seek inclusive work environments with clear paths for career growth and their tech-savviness drives the need for modern, streamlined clinical and administrative systems. To engage this generation, we are evolving our practices to prioritize agility, career development and meaningful work with a sense of belonging.
Kerry Flowers. Chief Culture and Experience Officer and Interim CHRO at USA Health (Mobile, Ala.): While the skills, capabilities and performance necessary to be a successful healthcare worker haven’t changed much, how we recruit, train, and manage our employees must do so if we hope to attract and keep the best and brightest. Our recruiting efforts will soon feature short videos of current employees acting as “influencers” who will share what a typical day is like inside our organization.
We created a six-month training program called Amplify to give younger employees who are interested in leadership roles a glimpse at what they can expect. Gen Z prefers increased communication, so we survey consistently and hold regular town halls to talk about the organization.
We also know that having a purpose at work is important for Gen Zs, so we just completed an initiative called the 1,000-story challenge where we encouraged our employees to tell us why they work for us. We had more than 1,400 responses.
Shanon Fucik, BSN. System Chief Nurse Executive at University of Missouri Health Care (Columbia): At University of Missouri Health Care, we have implemented strategic initiatives to support a successful Gen Z workforce, including dedicated efforts to allocate nursing resources for well-being. We ensure more frequent touchpoints across all shifts for nurses, particularly during their first year, and have established a mentorship program designed to support our new graduates. These efforts foster an inclusive environment, encouraging collaboration and professional growth among our nursing staff.
Kelly Martin. Senior Vice President and CHRO at Texas Health Resources (Arlington): Gen Z has shifted how we think about building the future healthcare workforce. With nearly 84% of our Gen Z team in direct patient care roles, we’re seeing firsthand how their presence is reshaping the front lines of healthcare. They’re stepping into direct patient care roles with a strong sense of purpose and a desire to grow from day one. That’s pushed us to be more intentional — offering clearer career paths, more meaningful mentorship and a culture where early-career voices are heard and supported. They’re not just filling roles — they’re helping shape where healthcare is headed.
Joanne McCool. Vice President of Human Resources Operations and Administration at Children’s Hospital of Philadelphia: CHOP’s workforce spans five generations, and we learn from each of them. From our Gen Z employees — who make up 26% of our workforce — we have learned the importance of being tech savvy and using social media to attract talent. For example, we are now more likely to share employees’ stories via social media than to use traditional recruitment ads. As the relationship between employers and employees continues to evolve, we’ve also learned to emphasize the value we place on work-life balance and the range of opportunities we offer to support the health and well-being of all of our employees.
Keisha Mullings-Smith. Vice President and Chief Consumer Experience Officer at UChicago Medicine: Gen Z colleagues have underscored how important it is that we value their voice and well-being as highly as that of our patients and their families. This newest generation values inclusivity, transparency, and pointed communication even more than their predecessors. Thanks to their influence, at UCM we seek out synergies in how we continuously leverage the voice of our workforce at the decision-making table and provide resources for maintaining the overall well-being of both patients and our colleagues. We constantly strive to reduce barriers to our team’s ability to deliver their very best to the patients and communities we serve.
Nikki Sumpter. Executive Vice President and Chief Administrative Officer of Atlantic Health (Morristown, N.J.): Based on research and feedback from our existing Atlantic Health team members, we have developed a robust workforce strategy that effectively resonates with Generation Z. At the heart of our organization is a shared purpose to make a difference in the lives of our patients and families, colleagues, and the communities we serve. By listening to our team, we’ve learned that work-life blend, our collective well-being, and service to the communities we serve is essential. As a result, we remain laser-focused on our workforce planning initiatives, which are designed to deliver best-in-class workforce experiences. These initiatives provide tools and resources to support physical, emotional and financial well-being, while also investing in the professional development of our team through training, mentorship, tuition advancement and clearly defined career pathways.
Lorina Wise. CHRO at Nationwide Children’s Hospital (Columbus, Ohio): Gen Z is a passionate workforce. They are extremely mission-oriented and passionate about making a difference, while also being focused on their professional development. They really want to know that their employer cares about them, their well-being and growth. As an employer, it is critical for us to be able to keep them engaged and show them the pathways their careers can evolve in.
Christina Zorn. Chief Administrative Officer of Mayo Clinic (Rochester, Minn.): Gen Z has brought a renewed focus on purpose, transparency, and different communication channels — but effective workforce planning must support all generations. We’ve learned the value of investing in professional development and ensuring routine forums for employees to share what matters most to them. When our teams feel heard and connected to the organization’s mission and values, they’re empowered to make a meaningful impact.
