Generational Perspectives In Case Management

Many of us working in the field of case management have been doing so for many years. Our experience and tenure in the field is a tremendous asset to our patients and our communities, but as we age and look toward retirement, we also need to consider what we are leaving behind and what the future holds for the profession. What are the strengths that Generation Z, our newest generation entering the workforce, brings to our field? More importantly, what is our role in educating, mentoring and supporting young professionals to become case managers? This article will explore these questions and aim to provide some guidance and best practices to support our next generation of case managers.

First, let’s explore what generational cohorts are active in the current workforce. Baby boomers are between the ages of 61 and 79 and at or near retirement. Baby boomers are described as hard workers and careerfocused, with great value placed on efficiency in their work. The Generation X cohort are 45 to 60 years of age and described as independent and self-sufficient in their work, but crave a work-life balance that was not present in baby boomers. Millennials, or Generation Y, are aged 29-44 and are known to be empathic. It is important for their values to be aligned in their place of employment, and they further desire professional growth and flexibility in their work. The most recent generation to enter the workforce, Generation Z, are between the ages of 15 to 28 and are the future of case management. While we are still learning and understanding what they are wanting in terms of their careers, early findings are that Generation Z values meaning in their work and ensuring their mental health is prioritized (Lee, 2022).

GENERATIONAL VIEWS AND LIFE STAGES

In any place of employment, differences among age groups of employees can lead to generalizations about particular generations, which may result in bias and stunt the acquisition of knowledge. Age discrimination is exhibited when an experienced case manager may voice concerns about millennials or Generation Z colleagues being lazy or selfish. It also is present when young professionals complain that Generation X or baby boomers are resistant to change or technologically challenged (Scholz Mellum, 2024). If you have participated or have allowed these exchanges to occur in your place of employment, you are perpetuating the problem of creating a barrier among generations working together. The truth is that there are assets that each generational cohort brings to case management and to society in general, and it is important to remain open to understanding the perspectives of groups that are different from ourselves (whether by age, race, class, gender, etc.).

Experienced case managers have the ability to use their vast knowledge and skill as a mentor to case managers new to the field, while new case managers bring fresh perspectives and a strong understanding of digital platforms and abilities, having grown up in a world of technology at their fingertips. Each generation has the ability to learn something from their older or younger peers, if only they allow themselves the vulnerability to open up and communicate effectively with one another. Scholz Mellum (2024) suggests shifting the focus from generational behaviors and traits to stages of life. Instead of assuming a younger case manager is lazy because they are not getting to tasks as quickly as you are, you can reframe it to consider that this is the case manager’s first professional job, that he or she just left their parents’ home and is trying to balance doing everything independently for the first time. While an older case manager can recall what their life was like during that same life stage (early adulthood), it is important to remember that there will be some differences such as cost of living at various times in history that impact the success of a young person entering adulthood. Add in social determinants of health considerations or adverse childhood experiences and a young case manager may have additional barriers to overcome while learning to be an expert in their field. Just as you are trained to listen to your patients and clients to ensure understanding, it would be greatly beneficial for you to listen to understand the perspectives of the next generation of case managers.

PERSONAL INSIGHTS INTO GENERATION Z EMPLOYEES

To further understand the thoughts and feelings of Generation Z, interviews were conducted with two young women, Chloe Fleming and Katelynn Gazda, new or entering the field of case management. Some common themes arose during the interviews which provided support to what we are seeing in research completed thus far. These themes included but are not limited to lack of confidence, the importance of mental health, and performance feedback preferences.

While it is not necessarily uncommon to lack confidence in your abilities when first entering the workforce, it is important to remember that as a recent graduate with limited experience, there will be opportunities for growth and development. The way we respond to young case managers in terms of their training and their inevitable mistakes will greatly impact Generation Z. This is a generation that was raised with social media, constantly comparing themselves to others and craving acceptance. One way we can help build confidence in Generation Z is to celebrate small successes, as well as allow them to practice critical thinking and come to proposed solutions instead of simply providing them the answers.

Mental health appears to be of great importance to Generation Z. During interviews, it was noted that a good work environment would be one in which there are positive interactions and when feedback is provided it is done in a way that incorporates positivity or it runs the risk of harming self-esteem and confidence. It was further expressed that at times of high stress, things can become so overwhelming that it results in an individual freezing or being unable to accomplish tasks. While interviews occurred with only two individuals of Generation Z, Hunter and Chekwa (2021) found that Generation Z has reported more anxiety than other generations, which is becoming apparent in the workforce and is likely to increase in frequency.

Both Generation Z participants in the interview process shared that they found case management fulfilling. They shared that while there are challenges such as family dynamics and having to learn new things that maybe were not expected, they enjoy being part of a supportive team. They enjoy being given feedback often as to how they are doing in their performance and want to share ideas with other case managers to help meet the needs of their patients as well as achieve their own personal and professional growth.

EMPLOYERS AND SUPERVISORS: STRATEGIES FOR SUCCESS

There are several suggestions on how to increase satisfaction and improve outcomes for our younger generations of case managers. Turnover of staff and job satisfaction are going to be interesting metrics to monitor when Generation Z fully enters the workforce. However, we learned several things from millennials that can help guide us to better retention. Rutledge, Douville and Winokur (2025) found that promoting safety, ensuring proper resource allocation, alleviating occupational fatigue and giving personal attention can assist in alleviating burnout and provide meaning and joy in work for millennials. The personal attention is noted to be positive feedback or acknowledgement from managers, and is highlighted here as Generation Z has also identified receiving positive feedback as important in their daily work.

Due to there being an increase in anxiety and other reported mental health conditions being reported by Generation Z, it will be important for employers to become familiar with the Americans with Disabilities Act (Hunter and Chekwa, 2021). Individuals with mental health conditions are protected under ADA and may require reasonable accommodations to meet job expectations. It is best to be proactive in considering what may be needed in your setting to meet accommodation requests without interfering with meeting the needs of your patients. It also will be beneficial to encourage boundaries to be able to achieve a healthy work-life balance and lead by example, such as not sending communication outside of an employee’s work hours and encouraging the use of paid time off.

Looking toward the future, there are ample opportunities for growth and development within every generation. With our licenses and the rapidly changing environment of healthcare, continuing education is a must, and that education can come in multiple forms. Spend some time with your colleagues, and take the time to listen to our younger generation entering the workforce. While they may have a different perspective than yours, you may be surprised by what you may learn and also, what you can teach.

REFERENCES

Hunter, D. and Chewka, C. (2021). Managing the Mind, Body, and Soul – Closing the Gap Between Managers and Young Employees With Anxiety Disorders. American Journal of Management Vol. 21(3).

Lee, H. (2024). The changing generational values. Imagine. https://imagine.jhu.edu/blog/2022/11/17/the-changing-generational-values/

Scholz Mellum, J., (2024). Generational Harmony in Nursing. OJIN: The Online Journal of Issues in Nursing Vol. 29(2).

Rutledge, D.N., Douville, S., and Winokur, E.J. (2025). Nurses’ Generational Differences of Burnout and Turnover Risk. OJIN: The Online Journal of Issues in Nursing Vol. 29(3).

Jennifer Gazda, LCSW, CMC, CDP, holds a doctorate in social work from Aurora University and has spent the majority of her professional career serving the geriatric population and their families. With extensive experience in social work, care management and elder care, she has developed a deep commitment to improving the lives of older adults through comprehensive support and advocacy. Jennifer currently serves as the regional director for the Midwest region at Arosa, a leading provider of private care management and home care services across the United States. In this role, she is responsible for overseeing the delivery of high-quality care and ensuring that Arosa’s services are tailored to meet the unique needs of clients and their families. With her expertise and leadership, Jennifer continues to drive positive outcomes for older adults and their caregivers, advocating for holistic, person-centered approaches to care.

Chloe Fleming holds a Bachelor of Arts from Beloit College and is a Certified Dementia Practitioner (CDP). She currently serves as a geriatric care manager at Arosa, where she is responsible for coordinating and managing the care needs of her clients. In this role, Chloe works closely with multidisciplinary care teams to ensure that her clients receive optimal care, aiming to enhance their overall quality of life. Through her expertise and commitment, she strives to improve the well-being of seniors and their families.

Katelynn Gazda is currently a junior in the Bachelor of Social Work program at Aurora University, with aspirations to pursue a career in medical social work upon graduation. She is preparing to begin her senior internship at a skilled nursing facility in the fall, where she will gain hands-on experience in the field and further develop her skills in supporting individuals within healthcare settings.