As Generation Z takes up a growing share of the healthcare workforce, health system leaders are putting greater focus on helping early-career employees build the interpersonal skills, connections and career pathways they need to succeed.
Human resources executives told Becker’s that communication, relationship-building and navigating difficult interactions are among the areas where newer workers may need more development. They also pointed to expectations around career growth, well-being and workplace connection that are shaping how health systems approach onboarding and workforce development.
Gen Z — defined as those born between 1997 and 2012 — is projected to represent 30% of the U.S. workforce by 2030, and 38% of the generation plans to pursue a healthcare career. As baby boomer retirements continue, the urgency of getting early-career development right is growing.
Becker’s connected with four health system executives about what they are seeing among their newest workers — and how their organizations are responding.
Where the readiness gaps appear
Among leaders who identified areas where early-career workers may need additional development, communication, relationship-building and navigating difficult situations emerged as common themes.
Mark Smith, chief talent officer of Renton, Wash.-based Providence, said leaders most often point to navigating complex interpersonal interactions during emotionally charged situations.
“The skill gap leaders mention most often when talking about entry-level Gen Z hires is navigating complex interpersonal interactions during emotionally charged situations,” Mr. Smith said. “Gen Z caregivers bring tremendous purpose, digital fluency and clinical potential, but like many early-career professionals, they require additional practice navigating complex interactions.”
Michael Brown, senior vice president and chief human resources officer of Houston Methodist, said many Gen Z professionals are still developing skills that come with workplace experience, including navigating complex environments, managing competing priorities and adapting to changing circumstances. He also pointed to the shift to virtual education, which meant fewer opportunities for some Gen Z workers to gain experience through in-person internships, student employment and workplace interactions.
As a result, communication, collaboration, accountability and relationship-building are important areas for early-career development, Mr. Brown said.
He also pointed to a newer area he expects will remain important to workforce development as AI becomes more integrated into daily work.
“AI readiness is also an increasingly important area of workforce development. As it becomes more integrated into daily work, employees must develop the skills to effectively evaluate AI-generated content, verify information and apply professional judgment to ensure the best possible outcomes,” he said. “Just as previous generations learned how to use the internet as part of their work, today’s workforce must learn how to use AI as a valuable tool that enhances human capabilities by streamlining routine tasks and allowing them to focus on the people, decisions and personal connections that matter most.”
A generation with different expectations
Other leaders cautioned against viewing what they are seeing solely as a Gen Z skills deficit.
Wayne Frangesch, senior vice president and CHRO of Scottsdale, Ariz.-based HonorHealth, said the distinction matters: “For HonorHealth, we are not seeing necessarily a skills gap, just a difference in generational expectations from the employment relationship. New employees come in with different needs and wants for work life balance, well-being, and ongoing development/promotional considerations.”
Maxine Carrington, senior vice president and chief people officer of New Hyde Park, N.Y.-based Northwell Health, similarly said the trend leaders are seeing is not specific to one generation. Instead, she pointed to an increased desire for human connection among newly hired employees. In-person events are drawing higher-than-normal participation, while enrollment in employee resource groups and professional networks has also increased, she said.
For Northwell, that signals an opportunity to be more intentional about creating connections among employees, regardless of where they work.
How health systems are responding
At Providence, Mr. Smith’s team is addressing the need through a Universal Skills program offering short, accessible learning experiences, social learning communities and instructor-led development centered on communication, critical thinking, self-leadership and other foundational skills.
HonorHealth is leaning more heavily into its career ladders and workforce development approaches, given the high level of interest newer employees have shown in those offerings, Mr. Frangesch said.
At Northwell, the new hire orientation program, Beginnings, grounds incoming team members in the organization’s values and its Culture of C.A.R.E. patient and customer experience framework, as well as how to communicate and collaborate within the organization. The system also uses WellConnected, a business employee resource group for hybrid and remote workers, to gather feedback and create opportunities for connection.
Ms. Carrington described how the group works in practice.
“Our WellConnected business employee resource group for hybrid and remote team members has been particularly valuable in providing us with feedback and insights about their experience,” she said. “The BERG is really great at creating low-stakes spaces and experiences — for example, virtual coffee breaks, creativity circles and peer learning sessions — where newer team members can practice connection and build confidence before higher-stakes moments arise. And our Cornerstone learning platform facilitated by our corporate university gives every team member self-directed access to courses on emotional intelligence, communication, and inclusive collaboration from day one.”
Northwell is also equipping people leaders through rounding tools and its new Leadership Now platform to have more frequent, intentional check-ins with newer hires. Developing employees’ skills, Ms. Carrington said, is “not a training event, it is a relationship built over time.”
Houston Methodist uses a Leadership Behaviors model to define expectations at every career stage — from individual contributor to senior leader — with specific examples and targeted learning at each level. The framework covers communication, collaboration, customer focus, problem solving and personal accountability.
Mr. Brown said that clarity helps employees understand how they can contribute in their current roles and which capabilities they need to develop to advance their careers.
The system also provides hands-on onboarding experiences and entry-level pathways that allow individuals to gain practical experience and develop into more advanced roles over time, supported by preceptors, mentors and experienced colleagues.
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