For the first time in history, five generations work side by side in nursing units across the country. This unprecedented diversity brings both richness and complexity to the profession. These differences, gaps, burnout, and turnover are threatening the stability of the workforce. Amid these challenges, mentorship emerges as a hopeful and practical solution.

Nursing today is unique in that five generations now work side by side in the profession. From those who entered nursing decades ago to those just beginning their careers, each group carries its own perspective, skills, and experiences. This range of backgrounds creates both opportunities and challenges for practice. Differences in communication, learning styles, and workplace expectations can sometimes lead to misunderstandings, yet these same differences also broaden approaches to care and strengthen the profession as a whole (American Nurses Association [ANA], 2024). Mentorship offers a pathway to connect across these generational lines. Rather than being a one-way relationship, mentorship in nursing is inherently reciprocal—an opportunity that depends on how nurses choose to connect. Each generation brings strengths to the profession—Baby Boomers contribute decades of clinical wisdom and professional resilience; Generation X offers independence and adaptability; Millennials offer teamwork and innovation; Gen Z brings digital fluency and fresh perspectives. When these strengths intersect through mentorship, they create dynamic learning environments where experience and innovation coexist.

Mentorship turns difference into shared strength. Experienced nurses offer clinical judgment, leadership, and emotional insight, while newer nurses contribute technological expertise and curiosity about evolving care models (Clarke et al., 2024). These reciprocal relationships build confidence, strengthen teamwork, and foster environments that value learning at every stage of a career. When nurses connect across generations, they preserve institutional knowledge while cultivating future leaders, thereby enhancing not only professional growth but also patient outcomes (Whitehead & Glass, 2024). This generational diversity underscores the importance of intentionally bridging differences within the nursing workforce. At the same time, it embraces formal and informal mentorship programs. Every day, nurses in the workplace can learn from one another in ways that promote connection and growth. These relationships not only foster professional development but also enhance the quality of care delivered to patients—a shared goal that unites nurses across all generations (Whitehead & Glass, 2024). 

Cross-generational collaboration has a direct and measurable impact on patient outcomes. When teams operate in silos, knowledge is lost, and patient care suffers as a result. Conversely, when nurses connect across age groups, wisdom flows both directions: seasoned nurses contribute clinical judgment, leadership, and professional resilience, while newer nurses bring innovation, technological fluency, and renewed energy. These reciprocal exchanges strengthen teamwork, enhance clinical effectiveness, and ultimately lead to safer, more compassionate care (Whitehead & Glass, 2024; ANA, 2024).

While generational diversity brings valuable strengths to the profession, sustaining those strengths requires intentional support. Mentorship provides that structure—particularly at a time when the nursing workforce faces growing pressures. The challenges facing nursing today—high turnover, workforce shortages, and the demands of rapidly evolving practice environments—make mentorship an urgent necessity. In Michigan, for example, the RN turnover rate is 14.7%, which is slightly below the national average; yet, the state still reported approximately 4,700 nursing vacancies in 2024 (Michigan Health & Hospital Association, 2024). These numbers underscore the need for strategies that not only recruit and retain nurses but also foster a thriving, sustainable workforce. 

A growing body of research indicates that structured mentorship programs are among the most effective strategies for improving nurse retention, particularly among new graduates and those transitioning into specialty care areas. Massarweh et al. (2016) found that critical care nurses in a 325-bed community hospital with formal mentors demonstrated a 25% higher retention rate, improved morale, and reduced training costs compared with their non-mentored peers. Similarly, Brannagan et al. (2023) reported that an interprofessional mentoring model across 12 hospitals significantly reduced turnover among mentors and mentees. The Be1Support1 ReSPeCT Study also showed that mentorship positively influenced newly graduated nurses’ decisions to remain in the profession while boosting self-confidence, communication skills, and ease of transition (Salifu et al., 2022). Collectively, these findings suggest that mentorship extends far beyond skill development; it cultivates a professional identity, psychological safety, and a sense of belonging, all of which are essential for reducing early career attrition. Efforts to bridge generations do not need to be large-scale. Simple, intentional practices—such as pairing nurses during orientation, encouraging shared problem-solving, and fostering informal mentoring—can make a meaningful difference. Research confirms that structured mentorship programs improve retention and engagement, but equally valuable are the everyday moments in which nurses learn from one another (Clarke et al., 2024). 

Mentorship in nursing remains an underutilized yet powerful tool. Experienced nurses should be paired with newer nurses to share knowledge, judgment, and professional wisdom across generations, fostering a more informed and practical approach to patient care. As Jean (2024) notes, “Mentorship is important because it provides support, assistance, and guidance to nurses and nursing students. Nurse mentorship programs are critical; they can even be found globally.” (para. 6)  

Multigenerational mentorship has emerged as a particularly effective strategy to strengthen retention by fostering collaboration across age cohorts. Today’s workforce includes Baby Boomers, Generation X, Millennials, and an increasing number of Generation Z nurses, each bringing distinct values, communication styles, and learning preferences. Evidence shows that when mentorship intentionally leverages these differences, it promotes mutual learning, enhances team cohesion, and reduces intergenerational conflict that often contributes to turnover. Neal-Boylan and Miller (2017) emphasized that structured multigenerational mentoring relationships allow younger nurses to gain clinical wisdom and professional identity from experienced colleagues, while older nurses benefit from exposure to new technologies and evolving care models, reinforcing engagement across the career span. Similarly, Jung and Kim (2024) found that mentoring approaches tailored to generational expectations improved job satisfaction and decreased intent to leave, particularly among younger nurses. By promoting reciprocal knowledge exchange, multigenerational mentorship not only enhances workforce stability but also preserves institutional knowledge and fosters the development of future nurse leaders. Even with substantial evidence supporting mentorship, its success depends on how well nurses navigate the barriers that can limit communication and connection across generations. 

To fully realize the potential of multigenerational mentorship, we must first acknowledge the challenges that can hinder knowledge sharing. Generational experiences shape how nurses communicate, use technology, prefer to learn, and approach work. Those who entered nursing before the digital era often value face-to-face interactions, while younger nurses may feel more comfortable with text-based or virtual communication (Mellum, 2024).

Learning preferences also vary. Baby Boomer nurses often favor collaborative in-person activities, whereas younger nurses tend to prefer technology-driven, self-paced approaches. These variations, if unaddressed, can impede mentorship efforts. Tussing and Chipps (2024) noted that understanding such generational differences is essential when designing mentorship programs. Additionally, younger generations may prioritize work-life balance differently than those who “lived to work” in earlier decades, leading to potential misunderstandings or undervaluing one another’s approaches (Tan et al., 2023).

Although each generation contributes valuable strengths and insights, ignoring these barriers can limit the impact of mentorship. Moving beyond generational stereotypes and viewing each nurse as an individual creates opportunities for meaningful, cross-generational exchange. (Mellum, 2024). Recognizing these barriers is only the first step. The next—and most meaningful—is transforming understanding into action.

Practical and effective mentorship does not require large-scale initiatives. Structured, yet flexible approaches, such as pairing nurses during orientation, promoting shared problem-solving, and fostering informal mentoring, create meaningful opportunities for learning and growth. Clarke et al. (2024) emphasized that these everyday interactions, when combined with formal programs, are vital for improving retention and engagement. 

Encouraging bidirectional mentorship ensures that learning flows in both directions: experienced nurses contribute clinical expertise, professional judgment, and wisdom, while newer nurses bring innovation, technological efficiencies, and fresh perspectives. Institutions that prioritize and support these relationships cultivate a professional culture in which mentorship is not an added benefit —it is an essential component of nursing practice and a foundation for the profession’s future. Ultimately, mentorship must evolve from an individual effort to a collective priority within the profession. Nursing leaders, educators, and frontline staff must embrace mentorship not as an optional practice but as a professional responsibility. Investing in mentorship is an investment in the future of nursing—and in the well-being of patients and communities alike.

Ultimately, bridging generational divides is not about erasing differences but about valuing them. When respect and curiosity flow freely between generations, nurses can tap into their collective wisdom to address the complex challenges of modern healthcare. In doing so, nurses not only uplift one another but also advance the shared goal of healthier communities and stronger patient outcomes (Clarke et al., 2024). 

As Denise Ervin, DNP, RN, NC-BC a nurse leader aptly stated, “If we can bridge the generational divide through mentorship, we won’t just strengthen our workforce, we’ll build a legacy of nurses learning, thriving, and healing together.” 

References

American Nurses Association. (2024). Generational harmony in nursing. OJIN: The Online Journal of Issues in Nursing, 29(2). https://ojin.nursingworld.org/table-of-contents/volume-29-2024/number-2-may-2024/articles-on-previously-published-topics/generational-harmony-in-nursing/

Brannagan, K. B., Duffy, T., Meier, K. R., Scalise, R., & Fitzpatrick, J. J. (2023). Interprofessional mentoring reduces turnover intention among hospital staff: Results of a large health system program. Journal of Nursing Administration, 53(4), 209–215. https://doi.org/10.1097/NNA.0000000000001229.

Clarke, S. P., Sheehan, C., & Jackson, D. (2024). Mentorship as a strategy to support nurse retention and engagement: An integrative review. BMC Nursing, 23, 163. https://doi.org/10.1186/s12912-024-02296-y

Jean, FNP-C, BSN, RN, J. Y. (2024, October 29). The Importance of Mentorship in Nursing. Retrieved from NurseJournal: https://nursejournal.org/resources/the-importance-of-mentorship-in-nursing/

Jung, S.-Y., & Kim, J.-H. (2024). The experience of good mentoring focused on overcoming turnover intention among millennial nurses. Frontiers in Medicine, 11, Article 1288829. https://doi.org/10.3389/fmed.2024.1288829

Massarweh, L. J., Randolph, C., Boldt, J., & Elliott, N. (2016). The impact of mentoring on nurse retention in a community hospital. Journal of Nursing Management, 24(5), 626–633 https://doi.org/10.1111/jonm.12361

Mellum, S.J. (2024, May 10). Generational harmony in nursing. OJIN: The Online Journal of Issues in Nursing Vol. 29. (2). https://doi.org/10.3912/OJIN.Vol29No02PPT30

Michigan Health & Hospital Association. (2024). 2024 hospital workforce vacancies infographic. https://www.mha.org/wp-content/uploads/2024/05/2024-Hospital-Workforce-Vacancies_infographic.pdf

Neal-Boylan, L., & Miller, M. (2017). Generational differences in learning among nurse practitioners. Journal of Nursing Management, 25(1), 2–10. https://doi.org/10.1111/jonm.12424

Salifu, D. A., Ghafouri, N., Crowder, R., Strachan, P. H., & Carter, N. (2022). Mentoring newly graduated nurses: Findings from the Be1Support1 ReSPeCT study. BMC Nursing, 21(1), 213. https://doi.org/10.1186/s12912-022-00938-1

Tan, S.H., & Chin, G.F. (2023, March 30). Generational effort on nurses’ work values, engagement, and satisfaction in an acute hospital. BMC Nursing. Vol. 22 (88) https://doi.org/10.1186/s12912-023-01256-2

Tussing, T.E., & Chipps, E. (2024). Generational differences in the nursing workforce: Strategies for nurse leaders. Nurse Leader.https://doi.org/10.1016/j.mnl.2024.03.007

Whitehead, L., & Glass, C. (2024). Addressing Generational Gaps in Nursing: Strategies for Workforce Sustainability and Patient Outcomes. Journal of Nursing Management, 32(4), 765–774.