Amid ongoing staffing shortages and shifting workforce demographics, hospitals and health systems are honing recruitment and retention strategies tailored to their employees’ needs. Generation Z employees are no exception.
As the newest generation entering the workforce — born between 1997 and 2012, making the oldest members 28 — Gen Z employees bring a distinct set of values to their work. They are often described as prioritizing work-life balance, seeking meaningful career development and being digitally fluent.
While some managers across industries have reported clashing with Gen Z employees, others say their openness about needs and values has benefited employees across generations.
Seven health system human resources executives shared with Becker’s how their organizations are successfully attracting and retaining Gen Z talent.
1. Clear career pathways. Gen Z healthcare workers have emphasized a desire to build career pathways early — even from Day 1.
“We focus on providing clear career advancement pathways, empowering Gen Z healthcare workers to grow within the organization through mentorship, leadership development and specialized training programs,” said Angie Mannino, chief human resources, marketing and communications officer at Louisville, Ky.-based Baptist Health.
Laurie Bennett, vice president of human resources at Sarasota Memorial (Fla.) Health Care System, said her organization strives to attract and retain Gen Z employees by focusing on strategies that align with that generation’s workplace expectations and values. These include career growth, leadership development, continuous training, and meaningful employee engagement, she said.
This is also a focus for New Orleans-based Ochsner Health.
“To further support our team members, we offer career growth exploration through the Ochsner Career Center, career advancement opportunities, digital resources and cutting-edge technology integration across the organization,” said Tracey Schiro, chief people and culture officer.
2. Strategic internal communications. To better engage Gen Z, Duarte, Calif.-based City of Hope launched an internal communications platform that mirrors social media, fostering real-time interaction and community.
“Gen Z is the fastest-growing workforce segment, bringing digital fluency and a strong desire for meaningful work and well-being,” said Joline Treanor, system chief human resources officer. “To support their success, we have designed innovative programs that create relevant, engaging experiences.”
Those include personalized, tech-enabled and purpose-driven initiatives, such as redesigning its recognition program to align with multi-generational values and developing an AI-powered human resources hub.
3. Building connection through communities. Marlton, N.J.-based Virtua Health has found that Gen Z engagement requires a blend of data-driven insights and nontraditional methods, said CHRO Rhonda Jordan.
“We have created a ‘colleague community’ — our term for employee resource groups — comprised of young professionals to build community and better understand their preferences,” Ms. Jordan said. “This is vital, as 48% of our workforce are Millennials and Gen Z.”
4. Wellness initiatives. Baptist Health offers regular well-being webinars to support professional and personal growth, helping Gen Z employees navigate change, build connections across the system and improve efficiency, Ms. Mannino said.
At City of Hope, the system offers mental health sessions for employees and families, as well as gamified healthy lifestyle initiatives.
Virtua Health’s multifaceted well-being program includes sports leagues, social gatherings, emotional support services, dedicated spaces for decompression, and financial and student-loan counseling, Ms. Jordan said.
Dallas-based Methodist Health System is driving innovation in how it supports its current team and brings in new talent, including with wellness initiatives, an approach that has resonated with all generations, especially Gen Z, said CHRO Alen Brcic.
“We’re enhancing the employee value proposition with comprehensive well-being programs and a workplace designed with their needs in mind, leading to increased retention,” Mr. Brcic said. “On the recruitment front, we’re leveraging a cutting-edge, omni-channel approach — including a robust digital talent brand — to personalize the candidate journey and attract multi-generational candidates.”
5. Mentorship and manager connection. Attracting Gen Z healthcare workers requires addressing well-known preferences of the demographic — such as flexible work arrangements and a focus on social responsibility that reflects their values, according to Sarah Stumme, CHRO of Minneapolis-based Allina Health.
“However, a less talked about but critical element of retention and impact on the employee experience is the connection with their leader,” Ms. Stumme said. “Gen Z workers are interested in regular feedback and want to know their leader is invested in their growth and development. Therefore, it is essential to have well-defined leadership competencies, effective and measured leader training, and strong engagement practices to meet the needs of this generation.”
At Ochsner Health, mentorship and relationship-building are key.
“We build strong connections through mentorship programs, employee-led Ochsner Resource Groups and community-building activities, creating a culture where individuals feel supported, valued and inspired,” Ms. Schiro said.
This is a top priority for Virtua Health as well.
“This demographic appreciates opportunities for continuous learning, and many of our HR initiatives — such as the career ambassador program and peer-to-peer mentoring — cultivate belonging and growth,” Ms. Jordan said.
