DiversityNursing Blog

As Gen Z Nurses begin to enter the workforce, they bring fresh perspectives and unique expectations for their careers. This generation—born roughly between 1997 and 2012—has been raised in an era where digital technology is not only a tool but an integral part of daily life. As such, they are the first truly digital native generation, and their approach to work reflects this.

Technology as a Recruiting Tool

According to Jean Putnam, Chief Nurse Executive at Baptist Health South Florida, "Gen Z-ers are our first truly digitally native generation. The technology is important, and I think we have to figure out ways to utilize that in such a way that helps them and utilizes their skill sets." In practical terms, this means that healthcare facilities looking to attract young talent should invest in digital solutions that streamline communication, scheduling, and documentation. Whether it’s a mobile app for shift scheduling, telehealth integration, or digital patient records, leveraging technology aligns with Gen Z's comfort with and reliance on tech.

To reach and recruit Gen Z nurses, healthcare organizations need to engage with them where they spend the most time—online. Social media is a powerful avenue, offering both visibility and engagement. Platforms like Instagram, TikTok, and LinkedIn allow facilities to showcase the culture of their work environment and demonstrate the potential impact of a Nursing career. These platforms can also offer insights into the daily life of Nurses and the sense of purpose that drives the profession.

A Demand for Diversity and Inclusion

One of the hallmarks of Gen Z is their commitment to social issues, and Diversity and Inclusion are at the forefront of their values. Gen Z Nurses are looking for workplaces that reflect the diverse world they live in and serve. They seek employers who prioritize representation, equity, and a sense of belonging for all employees, and they are quick to identify organizations that genuinely align with these values.

For healthcare facilities, this means more than just surface-level diversity—it involves creating environments that are inclusive and equitable and promote open dialogue around these issues. By fostering diverse teams and ensuring fair opportunities for all employees, healthcare leaders can meet Gen Z’s desire for workplaces that feel inclusive and supportive.

Flexible Scheduling and Work-Life Balance

Flexibility in work hours and shifts is also a high priority for Gen Z Nurses. Unlike previous generations who may have accepted rigid schedules as part of the job, Gen Z places a high value on work-life balance. They’ve grown up observing the toll burnout can take on healthcare professionals and are determined to maintain a healthy balance between their personal lives and careers.

As Putnam explains, “The Gen Z-ers love work, but they also have other priorities in life.” To attract and retain this new generation of Nurses, healthcare facilities need to provide more flexible scheduling options, allowing Nurses to have control over their time and minimize burnout. Rotating schedules, shorter shifts, and remote or hybrid work options where possible can go a long way in supporting this.

Work with Purpose

For Gen Z, a job isn’t just a job—it needs to align with their personal values and provide a sense of meaning. Nursing, with its intrinsic purpose of caring for others, holds great appeal for them. “Work needs to have purpose,” Putnam said, “and what better purpose is there than being a Nurse?”

Emphasizing the purpose-driven aspect of Nursing can be a powerful way to attract Gen Z Nurses to the field. Healthcare leaders can highlight how Nursing contributes to the well-being of society and fulfills an important role within communities. Providing clear growth paths, mentorship, and opportunities for advancement also resonates with Gen Z, as they want to feel that they are making a difference in their work and have a future in the profession.

The arrival of Gen Z Nurses presents an exciting opportunity to reimagine aspects of Nursing culture. With a focus on technology, diversity, flexibility, and purpose, Gen Z is reshaping expectations around the role. By understanding and adapting to these values, healthcare organizations can not only attract but retain this new wave of Nursing talent. The future of healthcare is evolving, and Gen Z Nurses are ready to be at the forefront, bringing passion, fresh perspectives, and a commitment to making a meaningful impact.

As the backbone of the healthcare system, Nurses play a crucial role in delivering patient care, ensuring safety, and supporting the wellbeing of their communities. Despite this, many Nurses feel undercompensated, leading to burnout, staff shortages, and dissatisfaction within the profession. As healthcare demands continue to rise and the Nursing workforce evolves, innovative compensation models will be essential to retain skilled Nurses and attract new talent.

This article explores potential future strategies for Nurse compensation that go beyond traditional salary increases, focusing on a holistic approach that enhances job satisfaction, work-life balance, and career growth.

Higher Base Salaries with Regional Adjustments

While many Nurses receive competitive wages, future compensation should take into account factors like cost of living and regional needs. In high-demand areas, especially urban centers where the cost of living is rising rapidly, increasing base salaries is critical to ensure Nurses can afford a comfortable lifestyle. Similarly, rural and underserved areas might offer higher pay to attract Nurses who are willing to relocate to places facing staffing shortages.

Tuition Reimbursement and Loan Forgiveness

Many Nurses enter the workforce with significant student debt, particularly those who pursue advanced degrees like Nurse Practitioners (NPs) or Clinical Nurse Specialists (CNS). Offering comprehensive tuition reimbursement programs or loan forgiveness could encourage more Nurses to pursue further education, advancing their skills and expanding their scope of practice.

Nurses who commit to working in underserved areas or specialties experiencing shortages, such as critical care or labor and delivery, could be offered incentives like full loan forgiveness after a set period of service.

Housing Assistance

In many regions, the high cost of housing can be a significant barrier for Nurses, especially those early in their careers. Providing housing stipends or assistance with home down payments could help Nurses establish roots in the communities they serve. This incentive can be particularly valuable in areas with high housing costs, such as metropolitan cities or regions where healthcare systems are struggling to attract and retain Nursing talent.

Career Advancement Opportunities and Professional Development

Nurses are increasingly looking for pathways to advance their careers, whether through clinical specialization, leadership roles, or academic teaching positions. Compensation models should include stipends or financial support for Nurses pursuing certifications, continuing education, or advanced degrees. By investing in Nurses’ professional growth, healthcare organizations can foster loyalty, retain skilled employees, and create a more motivated workforce.

Additionally, providing leadership training or mentorship programs can help Nurses transition into administrative roles or other leadership positions, rewarding them for their experience and contributions to the healthcare system.

Flexible Scheduling and Paid Time Off (PTO)

Work-life balance has become a top priority for many in the Nursing profession, especially in the wake of the pandemic. Burnout is a critical issue, and compensation models that offer flexibility in scheduling can help reduce stress and improve job satisfaction.

Healthcare systems could offer part-time, per diem, or job-sharing opportunities, allowing Nurses to customize their work hours according to their personal needs. This flexibility is particularly important for Nurses who are juggling family responsibilities or pursuing further education.

Enhanced PTO, including the option for extended leave or sabbaticals, could give Nurses time to recharge without sacrificing financial security. These policies would not only attract talent but also improve Nurse retention by addressing the issue of burnout.

Wellness Benefits and Mental Health Support

In addition to financial compensation, organizations should consider offering wellness benefits tailored specifically for Nurses. Physical and emotional well-being are often neglected due to the demands of the profession. Healthcare systems could offer mental health support, such as access to counseling services, stress management programs, or paid mental health days.

Furthermore, providing gym memberships, wellness stipends, or access to fitness and yoga classes can promote physical well-being and help Nurses maintain their health, which is critical for their demanding roles.

Retention Bonuses and Incentives for Long-Term Commitment

With high turnover rates in many healthcare facilities, retention bonuses could play a key role in encouraging Nurses to stay long-term. Rather than relying solely on signing bonuses for new hires, healthcare organizations should offer retention bonuses at key milestones, such as 3, 5, or 10 years of service.

Nurses could also receive incentives for staying in high-demand or hard-to-staff specialties, such as emergency medicine, ICU, or psychiatric Nursing. These bonuses could be paired with professional development stipends or additional PTO, making the retention package more appealing.

Team-Based Compensation Models

In future compensation structures, team-based incentives could become more prominent, aligning Nursing with collaborative care goals. With an increased emphasis on value-based care, team-based compensation models reward healthcare teams—Nurses, Physicians, and allied health professionals—for improving patient outcomes, satisfaction, and cost efficiency.

Rather than compensating solely based on individual tasks or shifts, these models would reward Nurses for their contributions to team performance, encouraging collaboration and a more cohesive work environment.

Recognition and Non-Monetary Rewards

Sometimes, non-monetary rewards can have a big impact on job satisfaction. Future compensation models could include systems that recognize Nurses for their hard work and contributions. Examples could include employee-of-the-month programs, awards for exceptional patient care, or public recognition for milestones like completing advanced certifications.

The future of Nurse compensation must go beyond just increasing salaries. By implementing a range of financial and non-financial incentives—such as tuition reimbursement, flexible scheduling, housing support, and wellness benefits—healthcare organizations can create a more sustainable, attractive, and fulfilling profession. These forward-thinking compensation models can address the current challenges of Nurse retention, burnout, and staff shortages while ensuring Nurses feel valued for their critical role in healthcare.

Healthcare organizations must recognize the importance of investing in resources and training for graduate Nurses during their first 2 to 3 years of employment in order to retain them in direct patient care roles. While some top Nursing schools are striving to produce practice-ready Nurses, not all graduates possess the expertise needed upon entering the workforce and may require time to build confidence in various situations. Consequently, new Nurse graduates face the highest risk of turn over within their initial years of employment.

In order to retain new Nurses and reduce turnover, it is essential to invest in their training and development. This can be done through programs such as Nurse residencies, mentorship, and access to clinical decision support resources. By providing these resources, healthcare organizations demonstrate their value and support for new Nurses. Collaboration between academia and practice settings is crucial to determine the necessary competencies for beginner Nurses.

The initial period of a Nurse's career is pivotal for their professional development, job satisfaction, and commitment to the organization. Here are some reasons why investing in new Nurses is good for retention:

Training and Development Opportunities

Offering comprehensive training programs is essential in equipping new Nurses with the skills and knowledge they need to excel in their roles. By providing ongoing professional development opportunities, healthcare organizations demonstrate a commitment to the growth and success of their Nursing staff, fostering a sense of value and investment in their development.

Mentorship Programs

Introducing mentorship programs connects novice nurses with seasoned mentors, fostering a nurturing atmosphere for growth and adaptation. Mentorship goes beyond imparting knowledge and helps Nurses feel a sense of inclusion, empowering them to navigate the demands of their roles with confidence and effectiveness.

Competitive Compensation and Benefits

Providing competitive salaries and attractive benefits is a clear indication of the organization's appreciation for the invaluable contribution of its staff. Adequate compensation plays a vital role in retaining highly skilled and motivated Nurses, ensuring their continued commitment to the organization's success.

Work-Life Balance

Promoting a harmonious work-life balance not only enhances Nurse satisfaction but also mitigates the risk of burnout. Implementing policies that prioritize scheduling flexibility, reasonable work hours, and ample time off significantly contribute to the overall well-being of Nurses.

Recognition and Appreciation

Acknowledging and valuing the hard work and dedication of new Nurses cultivates a nurturing work environment. Consistently providing feedback and recognizing their contributions not only instills a sense of pride but also enhances job satisfaction.

Career Advancement Opportunities

Creating a roadmap for career progression within the organization not only motivates new Nurses to stay for the long haul but also demonstrates a dedication to their professional development. Offering avenues for advancement, such as promotions, leadership positions, or specialized training, indicates a commitment to nurturing their growth and success.

Supportive Work Environment

Fostering a nurturing and inclusive work environment builds a strong sense of camaraderie among staff. Proactively addressing concerns such as Nurse bullying or workplace incivility plays a significant role in cultivating a positive workplace culture that values respect and collaboration.

Wellness Programs

Investing in wellness programs that prioritize the physical and mental well-being of staff showcases a genuine dedication to their overall health. These programs encompass a range of resources, such as stress management tools, mental health support, and initiatives promoting fitness and well-being.

Feedback Mechanisms

Encouraging a culture of open communication allows new Nurses to freely express their concerns, share valuable feedback, and actively contribute to the ongoing improvements within the workplace. By promoting an environment of transparency and responsiveness, healthcare organizations not only enhance job satisfaction but also create a strong foundation for collaboration and growth.

Investing in new Nurses not only supports their professional development but also creates a positive work environment that contributes to overall job satisfaction and retention. Organizations prioritizing the well-being and growth of their Nursing staff are likely to see increased loyalty and reduced turnover.

Creating a workplace with a strong Diverse, Equitable and Inclusive culture is not only the right thing, it’s also crucial for your retention and improving patient care.

A study from Press Ganey shows health systems with strong Diversity, Equity, and Inclusion (DEI) values have less risk of staff potentially leaving the organization.

The study also found:

• Healthcare organizations had twice as many employees at risk of leaving if the workforce perceived diversity and equity weren’t prioritized versus work forces that do.  
  
  
• The risk of leaving within 3 years is more than 4 times higher for healthcare workers who believe their organization doesn’t value employees from different backgrounds versus workers who do.  
  
  
• If offered another job, healthcare workers are 4 ½ times more likely to leave an organization if they believe different backgrounds aren’t valued, or if the organization isn’t committed to workforce diversity, versus workers who do.   
  
  
• Perceptions of diversity & equity are a bigger indicator of intent to stay with an organization among security personnel, nurses and physicians than other ancillary staff. 

Having a strong DEI culture allows employees to be comfortable and confident in who they are. This allows them to focus on providing the best patient care possible.

Research shows, 77% of employees and 80% of leaders who are disabled chose not to share their disability in their workplace. For LGBTQ workers, 46% are closeted at their place of work. And across all diverse characteristics, 75% of employees feel the need to mask their differences or downplay them during work.

Employees masking or hiding aspects of themselves during shifts affects their confidence, motivation, feelings of safety and hinders their job performance.

It’s important for healthcare workers to have mentors they can look up to throughout their careers. A lack of diversity can make it difficult for minority healthcare workers to find role models they identify with. This can impact their professional growth and their ability to provide optimal patient care.

A strong DEI culture isn’t something that can be achieved overnight. It requires a leadership who is dedicated to promoting cultural awareness and inclusion. It requires staff who are willing to take the time to learn about and understand each other. It also means being willing to identify and address biases.

Healthcare organizations must ensure Nurses are equipped with resources and the support they need to provide quality care. Hospitals must invest in initiatives that attract and keep Nurses, such as:

• Developing An Employee First Culture

Dr. Linda Shell, DNP, MA, BSN, DNS-CT, Chief Learning Officer suggests Nurse leaders cultivate an “Employee First Culture” approach in their facilities.

“An Employee First Culture is built on the concept that employees are the best asset of any company, and they need to be encouraged and appreciated,” says Dr. Shell. “When appreciation goes up in an organization, quality tends to go up. I really believe that for us as Nurses, the more we can do to create a positive work environment and develop our leadership skills, the more opportunities we are going to have to improve the quality of care that we provide every day for patients, as well as the residents that we serve.”

• Staff Recognition Programs

"A person who feels appreciated will always do more than what is expected." This quote has been scientifically proven to be factual. 

According to research, giving thanks can have important implications for encouraging actions that promote cooperation.

Whether it be a hand written note, or a brief one on one meeting, managers should take the time to recognize the hard work Nurses are putting in.

Recognizing Nurses on their birthdays and work anniversaries is a simple way for organizations to show appreciation for their staff.

Celebrating Nurses with a themed party or gift bags is another way to give thanks.

According to Nursing Management, realistically, quarterly recognition will suffice for larger units; however, if you have a small unit, monthly recognition is recommended.

• Mental Health Resources

Many Nurses are experiencing severe, adverse mental health effects as a result of the pandemic, and a lot of them are considering leaving the profession entirely.

Organizations must support employee self-care by establishing evidence-based preventive strategies, providing mental health resources, and demonstrating that leadership supports and prioritizes mental health and well-being.

Some health systems are hiring a Chief Wellness Officer (CWO) to support their wellness initiatives.

Dr. Maureen “Mo” Leffler, the first enterprise-wide CWO at Nemours Children’s Health said, “The goal of the Chief Wellness Officer is to promote professional well-being, which is characterized by having everything in place in both the individual and in the system, so those two things work together optimally. When we do that, we can provide the highest quality of care, the safest care, the best care. We can derive meaning in the work we’re doing.”

• Tuition Assistance Programs

Tuition reimbursement is becoming a popular way for hospitals to attract and retain quality Nurses, especially in areas where demand is high. 

These programs are designed to help Nurses continue their education by relieving some of their financial stress.

• Good Communication

Routine unit or individual staff meetings should be held to discuss any issues or concerns. Nurses want to feel heard. So it's important management truly listens to what they have to say and then set up action plans and follow up.  

• Flexible Work Hours

According to a recent McKinsey survey, Nurses that experienced more flexibility in hours and scheduling during the pandemic were highly interested in retaining that flexibility going forward. For Nurses who indicated plans to stay in their current direct patient care role, flexibility in hours and shifts was an influential factor.

Bottom line, health systems must prove to their Nurses that they are Valued, Appreciated, Heard, and Supported if they want to keep them. There are thousands of Nursing opportunities out there and you must work to retain the Nurses you have. This is just as important as recruiting Nurses.

In order for a healthcare system to be successful in having high engagement, job satisfaction and retention, the Nursing workforce should be able to combat the stressors of the job and burnout.

Nurses can better accomplish this by having help from peer support groups and mindfulness programs.

According to a report from the National Academy of Medicine (NAM), between 35% and 54% of Nurses and Doctors experience burnout. Among medical students and residents, it is as high as 60%.

Symptoms, the NAM report said, include emotional exhaustion, cynicism, loss of enthusiasm and joy in their work and increasing detachment from their patients and the patients’ ailments. The problem has been linked to higher rates of depression, substance abuse and suicide.

Many institutions are implementing stress management and self-care programs to provide caregivers with easy-to-use tools and resources to build their resilience and help them cope.

The Cleveland Clinic Abu Dhabi implemented a new mindfulness program known as the ‘Compassionate Intension Program.’ The sessions introduce caregivers to mindfulness as a wellness tool they can utilize in both their workplace and personal lives. Currently, there are three sessions in place:

• In Tune Tuesdays: Held biweekly, ‘In Tune Tuesdays’ are 20-minute classes designed to further educate attendees on mindfulness and how to improve mindfulness in their work environment. The classes are held at three different times to accommodate caregiver schedules.
• Mindfulness Rounding: Also a biweekly activity, ‘Mindfulness Rounding’ features a team of mindfulness experts who visit clinical units. The experts conduct learning huddles and one-on-one conversations with caregivers, sharing quick tips. Their pocket cards or guides offer information on easy-to-implement mindfulness techniques.
• Introduction to Mindfulness Workshop: This 8-week workshop, featuring 1-hour weekly sessions, was developed around the evidence-based standards of mindfulness experts, including, Jon Kabit-Zinn, PhD, of the University of Massachusetts Medical School, Center for Mindfulness, and Richard Davidson, PhD, of the University of Wisconsin’s Center for Healthy Minds and Oxford University’s Mindfulness Center. It offers a deeper dive into various mindfulness techniques.

Johns Hopkins Hospital, Pediatric Nurse, Cheryl Connors, RN, MS, created a peer program to provide immediate support for health providers affected by stressful cases.

The Resilience in Stressful Events (RISE) program was developed with a Pediatric Chaplain, a Patient Safety Director, a Doctoral Student, and General Internist Albert Wu, MD, FACP.

According to the American College of Physicians, the RISE program provides a team of 39 peer responders who volunteer their time to support those who call the service. RISE team members include Nurses, Doctors, Nurse Practitioners, Respiratory Therapists, Pastoral Caregivers, and Social Workers. They undergo didactic, video-based, and role-playing training.

The team has been called by more than 700 Johns Hopkins employees. The hospital previously had a program offering free professional counseling but, Ms. Connors said, “They actually prefer somebody who knows what they're going through—another health caregiver who can relate—and when they need it, not a week later.”

As supporters of patients and their families, Nurses deal with a lot of stress. Health systems can help their Nurses by surrounding them with support and offering them the tools to overcome and cope with stress so they can provide the best care for their patients and for themselves.