Generational Differences Are Having a Profound Effect on the 911 Center Workplace

For quite a long time, 911 centers have been focused on dealing with staffing issues. They exist virtually everywhere, in large centers and small and in every geographic region. They are caused by myriad factors including an ever-shrinking labor pool and an inability to offer compensation that is competitive with the private sector — and even with other 911 centers in the same region.

The result of these issues is that many 911 centers are “understaffed,” meaning that the number of authorized telecommunicator and supervisor positions is inadequate given the volume of emergency calls the center handles annually, or they are “low staffed,” which means that they are unable to fill all their authorized positions. Both situations are serious because they can have a detrimental impact on the center’s ability to fulfill its mission. They also place additional stress on telecommunicators and supervisors who already are quite stressed — which in turn makes it more difficult for the center to fulfill its mission.

While addressing understaffing and low staffing would be a very suitable topic for this blog, instead we will dive into a challenge that isn’t being talked about enough, but which also is having a profound impact on 911 centers and their operations: generational workplace differences.

Right now, as many as five generations — Baby Boomers, Millennials, and Generations X, Y, and Z — might be comprising a center’s roster of telecommunicators and supervisors. The challenge is that each generation has very different attitudes, perspectives, skills, and expectations. Older generations tend to prioritize job stability, structure, and hierarchy. They accept that long hours and high stress are part of the job. In contrast, younger generations seek flexibility and purpose. They also expect to be heard, valued, and given opportunities for professional growth.

This disparity is forcing 911 center officials to adjust their own attitudes, perspectives and expectations. Historically, 911 centers operated under strict hierarchies and personnel were expected to follow established protocols without much room for discussion. However, the days of rigid management structures where personnel simply followed orders without question are long gone. While structure and discipline remain crucial to ensuring that 911 centers perform in alignment with industry standards, there is now a growing emphasis on including personnel in decision-making processes.

Consequently, a more collaborative, flexible, and personnel-focused approach is taking hold. Further, the recognition of burnout and mental-health struggles — driven by the inherent stress of the job, mandatory overtime, and an inability to take time off when needed — has led to a greater focus on wellness initiatives. Many 911 centers are exploring options such as onsite wellness programs, peer support groups, and access to mental-health professionals to help personnel manage the emotional toll of their work. Technology also is playing a role, e.g., many centers are starting to leverage artificial intelligence to handle nonemergency calls, relieving some of the burden on telecommunicators.

However, while these cultural shifts are largely positive, they do not come without challenges. For instance, some veteran telecommunicators might struggle to adapt to a less-rigid structure, while others might feel that younger colleagues lack the discipline and urgency required for the job. Striking a balance between flexibility and accountability is key. 911 center leaders must ensure that while personnel have a voice, the center’s ability to perform optimally remains intact.

We would welcome the opportunity to help you develop a strategy for addressing these challenges that aligns with your center’s unique operational environment — please reach out.

Jenna Streeter is an MCP communications consultant. Prior to joining the firm, she served as emergency communications director for Madison County (Alabama) Fire, where she managed a staff of 15 telecommunicators and served 17 fire departments. Email her at JennaStreeter@MissionCriticalPartners.com