Managing Office Staff Across the Generation Gap

SAN DIEGO — A good office staff is essential for a thriving medical practice, and understanding generational differences is key to finding and keeping good employees, Dr. Larry Anderson said at the American Academy of Dermatology's Academy 2006 conference.

Patient surveys show that roughly 70% of patients who change physicians do so because they feel in some way put off by office staff attitudes. "Unfortunately, the doctors seldom know this," said Dr. Anderson, a dermatologist in private practice in Tyler, Tex. He stressed that two major demographic trends are converging in a way that will amplify the importance of finding good staffers at the same time as it will become ever more difficult to do so.

The U.S. labor force showed nearly flat growth in the late 1990s, and this hasn't changed much in recent years. During this period the population of younger working people shrank by about 14%. That's bad news for the 80 million Baby Boomers who will require increasing levels of services, medical or otherwise. Retirees are the fastest-growing segment of the population, but the 20-something workforce is the slowest-growing segment. "In the next decade, we're expecting to see a 30% shortfall in younger workers, and this will persist for about 40 years," Dr. Anderson explained.

"During this time our services will be needed more and more, and it will be harder for us to get and keep good employees." The bottom line, said Dr. Anderson, is that dermatologists and all other physicians need to see their employees as an asset, not a liability, and they need to develop the sort of office culture and work environment that attracts and nurtures the best and the brightest.

In terms of employer-employee relations, dermatologists and other physicians are now facing what amounts to a significant generation gap. According to a recent AAD survey, 27% of all AAD members are 41–50 years old, and 29% are 51–60 years old. "More than 50% of all dermatologists are Boomers, with a mean age in their early 50s. Our employees, however, are in their 20s and 30s," Dr. Anderson noted.

Although the attitudinal differences between the Baby Boomers, born between 1943 and 1964, and the so-called Generation X, born from the mid-1960s to the mid-1980s, may not be as great as the cultural divide between the Boomers and their Depression- and World War II-era parents, it can be much greater than people realize, especially when it comes to matters of career and identity.

In terms of work styles, the Gen-Xers tend to be highly independent. "Remember, these are the latchkey kids all grown up. When they were younger, their mothers gave them a list of things they needed to get done, and they learned how to do them on their own, in their own way." They carry this general approach into their professional lives. They want to know what has to be done, why it must be done, and when they must deliver. Beyond that, they want to be left alone.

When managing Gen-X staffers, be aware that they are definitely not impressed by authority unless it is earned and backed by unquestionable competence. This generation has the "question authority" attitude in spades. Do not assume that just because you're the doctor, your Gen-X staff will automatically submit to your vision of things. "With this generation, rules don't count unless they have input and understand the rationale," Dr. Anderson said. In managing Gen-Xers, it is best to give them guidelines, while at the same time letting them into the planning process and allowing them to figure out the implementation.

In Dr. Anderson's experience, Gen-Xers are pretty practical. "They do understand the need for conformity, and they understand why the doctor is in charge at a medical office. But they expect fairness, balance, and inclusion." He has found that team-based management works very well with Gen-X staffers, rather than top-down command and control strategies.

These generational inclinations are rough guidelines, Dr. Anderson stressed, and while they can give some insight, they are no substitute for getting to know the individual you are trying to hire. "Find out what each employee wants, and reward them accordingly," he said.

Tips for Keeping Gen-X Staffers Happy

▸ Listen with full attention, speak respectfully, and praise good work often.

▸ Create an atmosphere in which it is okay to respectfully disagree, and remember that your Gen-X staffers will be far more responsive if you explain why you do things your way.

▸ Keep in mind that many Gen-Xers don't have long attention spans, so make your communications and instructions concise and to the point.

▸ Gen-Xers are computer savvy, so whenever possible, put your communications, guidelines, and requests online or in electronic form.

▸ Gen-Xers are learning oriented, so conduct periodic learning inventories and ask them what they're learning during the day-to-day operations of your office.

▸ Encourage your staffers to cultivate their lives outside the office.

▸ Encourage teamwork and help foster a familial atmosphere in your office.

▸ Whatever it is that you preach, make sure you're practicing it.

▸ Lighten up and learn to be flexible.

Source: Dr. Anderson

SAN DIEGO — A good office staff is essential for a thriving medical practice, and understanding generational differences is key to finding and keeping good employees, Dr. Larry Anderson said at the American Academy of Dermatology's Academy 2006 conference.

Patient surveys show that roughly 70% of patients who change physicians do so because they feel in some way put off by office staff attitudes. "Unfortunately, the doctors seldom know this," said Dr. Anderson, a dermatologist in private practice in Tyler, Tex. He stressed that two major demographic trends are converging in a way that will amplify the importance of finding good staffers at the same time as it will become ever more difficult to do so.

The U.S. labor force showed nearly flat growth in the late 1990s, and this hasn't changed much in recent years. During this period the population of younger working people shrank by about 14%. That's bad news for the 80 million Baby Boomers who will require increasing levels of services, medical or otherwise. Retirees are the fastest-growing segment of the population, but the 20-something workforce is the slowest-growing segment. "In the next decade, we're expecting to see a 30% shortfall in younger workers, and this will persist for about 40 years," Dr. Anderson explained.

"During this time our services will be needed more and more, and it will be harder for us to get and keep good employees." The bottom line, said Dr. Anderson, is that dermatologists and all other physicians need to see their employees as an asset, not a liability, and they need to develop the sort of office culture and work environment that attracts and nurtures the best and the brightest.

In terms of employer-employee relations, dermatologists and other physicians are now facing what amounts to a significant generation gap. According to a recent AAD survey, 27% of all AAD members are 41–50 years old, and 29% are 51–60 years old. "More than 50% of all dermatologists are Boomers, with a mean age in their early 50s. Our employees, however, are in their 20s and 30s," Dr. Anderson noted.

Although the attitudinal differences between the Baby Boomers, born between 1943 and 1964, and the so-called Generation X, born from the mid-1960s to the mid-1980s, may not be as great as the cultural divide between the Boomers and their Depression- and World War II-era parents, it can be much greater than people realize, especially when it comes to matters of career and identity.

In terms of work styles, the Gen-Xers tend to be highly independent. "Remember, these are the latchkey kids all grown up. When they were younger, their mothers gave them a list of things they needed to get done, and they learned how to do them on their own, in their own way." They carry this general approach into their professional lives. They want to know what has to be done, why it must be done, and when they must deliver. Beyond that, they want to be left alone.

When managing Gen-X staffers, be aware that they are definitely not impressed by authority unless it is earned and backed by unquestionable competence. This generation has the "question authority" attitude in spades. Do not assume that just because you're the doctor, your Gen-X staff will automatically submit to your vision of things. "With this generation, rules don't count unless they have input and understand the rationale," Dr. Anderson said. In managing Gen-Xers, it is best to give them guidelines, while at the same time letting them into the planning process and allowing them to figure out the implementation.

In Dr. Anderson's experience, Gen-Xers are pretty practical. "They do understand the need for conformity, and they understand why the doctor is in charge at a medical office. But they expect fairness, balance, and inclusion." He has found that team-based management works very well with Gen-X staffers, rather than top-down command and control strategies.

These generational inclinations are rough guidelines, Dr. Anderson stressed, and while they can give some insight, they are no substitute for getting to know the individual you are trying to hire. "Find out what each employee wants, and reward them accordingly," he said.

Tips for Keeping Gen-X Staffers Happy

▸ Listen with full attention, speak respectfully, and praise good work often.

▸ Create an atmosphere in which it is okay to respectfully disagree, and remember that your Gen-X staffers will be far more responsive if you explain why you do things your way.

▸ Keep in mind that many Gen-Xers don't have long attention spans, so make your communications and instructions concise and to the point.

▸ Gen-Xers are computer savvy, so whenever possible, put your communications, guidelines, and requests online or in electronic form.

▸ Gen-Xers are learning oriented, so conduct periodic learning inventories and ask them what they're learning during the day-to-day operations of your office.

▸ Encourage your staffers to cultivate their lives outside the office.

▸ Encourage teamwork and help foster a familial atmosphere in your office.

▸ Whatever it is that you preach, make sure you're practicing it.

▸ Lighten up and learn to be flexible.

Source: Dr. Anderson

SAN DIEGO — A good office staff is essential for a thriving medical practice, and understanding generational differences is key to finding and keeping good employees, Dr. Larry Anderson said at the American Academy of Dermatology's Academy 2006 conference.

Patient surveys show that roughly 70% of patients who change physicians do so because they feel in some way put off by office staff attitudes. "Unfortunately, the doctors seldom know this," said Dr. Anderson, a dermatologist in private practice in Tyler, Tex. He stressed that two major demographic trends are converging in a way that will amplify the importance of finding good staffers at the same time as it will become ever more difficult to do so.

The U.S. labor force showed nearly flat growth in the late 1990s, and this hasn't changed much in recent years. During this period the population of younger working people shrank by about 14%. That's bad news for the 80 million Baby Boomers who will require increasing levels of services, medical or otherwise. Retirees are the fastest-growing segment of the population, but the 20-something workforce is the slowest-growing segment. "In the next decade, we're expecting to see a 30% shortfall in younger workers, and this will persist for about 40 years," Dr. Anderson explained.

"During this time our services will be needed more and more, and it will be harder for us to get and keep good employees." The bottom line, said Dr. Anderson, is that dermatologists and all other physicians need to see their employees as an asset, not a liability, and they need to develop the sort of office culture and work environment that attracts and nurtures the best and the brightest.

In terms of employer-employee relations, dermatologists and other physicians are now facing what amounts to a significant generation gap. According to a recent AAD survey, 27% of all AAD members are 41–50 years old, and 29% are 51–60 years old. "More than 50% of all dermatologists are Boomers, with a mean age in their early 50s. Our employees, however, are in their 20s and 30s," Dr. Anderson noted.

Although the attitudinal differences between the Baby Boomers, born between 1943 and 1964, and the so-called Generation X, born from the mid-1960s to the mid-1980s, may not be as great as the cultural divide between the Boomers and their Depression- and World War II-era parents, it can be much greater than people realize, especially when it comes to matters of career and identity.

In terms of work styles, the Gen-Xers tend to be highly independent. "Remember, these are the latchkey kids all grown up. When they were younger, their mothers gave them a list of things they needed to get done, and they learned how to do them on their own, in their own way." They carry this general approach into their professional lives. They want to know what has to be done, why it must be done, and when they must deliver. Beyond that, they want to be left alone.

When managing Gen-X staffers, be aware that they are definitely not impressed by authority unless it is earned and backed by unquestionable competence. This generation has the "question authority" attitude in spades. Do not assume that just because you're the doctor, your Gen-X staff will automatically submit to your vision of things. "With this generation, rules don't count unless they have input and understand the rationale," Dr. Anderson said. In managing Gen-Xers, it is best to give them guidelines, while at the same time letting them into the planning process and allowing them to figure out the implementation.

In Dr. Anderson's experience, Gen-Xers are pretty practical. "They do understand the need for conformity, and they understand why the doctor is in charge at a medical office. But they expect fairness, balance, and inclusion." He has found that team-based management works very well with Gen-X staffers, rather than top-down command and control strategies.

These generational inclinations are rough guidelines, Dr. Anderson stressed, and while they can give some insight, they are no substitute for getting to know the individual you are trying to hire. "Find out what each employee wants, and reward them accordingly," he said.

Tips for Keeping Gen-X Staffers Happy

▸ Listen with full attention, speak respectfully, and praise good work often.

▸ Create an atmosphere in which it is okay to respectfully disagree, and remember that your Gen-X staffers will be far more responsive if you explain why you do things your way.

▸ Keep in mind that many Gen-Xers don't have long attention spans, so make your communications and instructions concise and to the point.

▸ Gen-Xers are computer savvy, so whenever possible, put your communications, guidelines, and requests online or in electronic form.

▸ Gen-Xers are learning oriented, so conduct periodic learning inventories and ask them what they're learning during the day-to-day operations of your office.

▸ Encourage your staffers to cultivate their lives outside the office.

▸ Encourage teamwork and help foster a familial atmosphere in your office.

▸ Whatever it is that you preach, make sure you're practicing it.

▸ Lighten up and learn to be flexible.

Source: Dr. Anderson