Introduction
The extent of change that the planet has experienced over the past 50 years is a staggeringly high amount, and the speed at which a lot of these changes have come about is no less striking.
One area of life which has not escaped these broad changes is the business world. Modern businesses may operate within the same fundamental principles of profitability that have governed commerce since it began, but many of the characteristics of a successful organisation trading in the modern world would seem foreign to businesses from years gone by.
An interesting problem that modern businesses face is how to handle the different generations of people who make up their workforce.
This is partly due to the increasing life expectancy of humans, particularly in first world nations, which in turn prompts an ever increasing retirement age. As people work to a later point in their lives, they may remain with the same organisation into their late 60’s or early 70’s, and sometimes as hands- on workers rather than simply sitting at the board.
There is also a demand for a more diverse range of skills in the progressive business climate, triggered largely due to the swift development and extensive reach of computer technology. Corporate processes, both internal and external, have been subject to radical changes which require a fresh way of thinking. These new ways of thinking are most commonly found within the younger working age group.
Problems
One of the most common problems that face a modern business that is working with a number of distinct generations in its workforce is related to technology. Computer systems are commonplace in our lives these days and they form a vital piece of the business puzzle. This computing ability can help businesses to run more efficiently, but they are only as capable as the individuals who operate them.
There are also generational problems when it comes to outward business aspects such as the law. New laws and business best practices are being created all of the time and important business decision makers must be aware of any that apply to their company. This can be said of sales and promotional channels that have come forth with the rise of the World Wide Web.
Outside of this, there can be problems with communication between different generations of employee, physical limitations of the older personnel in an organisation and the need to satisfy a range of different needs and aspirations to keep an entire workforce happy. In a warehouse environment it is vital to use high quality industrial shelving from a reputable supplier to keep the workforce secure.
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The Generations
The need to manage generations in the workplace may seem like an unneeded task, but the differences between the generations of worker that are often found in business are worth taking note of.
Traditionals
Senior, or “traditional”, workers are the oldest that would be found in a modern corporate environment. They’re the people who were born before the Second World War, and will be in their late 60’s or early 70’s.
Their approach to industry and life in general is one of organisation and obedience. They were expected to make individual sacrifices for the greater good, and while this belief was nurtured under the shadow of an international conflict, many of the older generation still harbour this opinion in modern times.
Since many of the mature generation will hold senior positions within a company their views and beliefs will generally carry greater weight than those of younger generations. Their judgements will often be fundamental to the business and shape the future success or failure of the organisation.
Baby Boomers
The Baby Boomer generation includes those born between the end of the war and the mid- 60’s, when there was a general down turn in the birth rate around the globe. Baby Boomers will be aged between 45 and 65 approximately and probably form the vast majority of management jobs within a modern business.
This generation grew up without much of the oppression and discipline that was commonplace amongst earlier generations. They are an aspirational collection of people that are highly family- oriented.
When it comes to the work environment, this group of workers will often be able to grasp the bigger picture while still maintaining a grasp on modern developments in terms of technologies and business procedures. Their family- oriented character tends to see them working well in teams, although it is often noted that they are not comfortable when taking criticism(no matter how constructive) , and they are not good at giving feedback to other employees. These communication problems can become very disruptive in a corporate setting.
Generation X
Members of Generation X were born between the mid- 60’s and the late- 70’s. They will be presently aged between 30 and 45 and will be spread amongst the various tiers of management within a modern company.
Socially they grew up in very stressful times. Careers were an ever more important and defining part of people’s lives and this was pointed out to Generation X from a very young age. Many will have worked up through lower and higher education before working their way up within one or maybe two businesses.
Therefore, they are often very good at problem solving and meeting short- term objectives but may struggle to grasp how their contribution influences the big picture. They will be motivated by monetary benefits rather than a sense of duty since they feel they have paid their dues through a life of study and work. Generation X need close management to ensure their effective contribution to the company.
Generation NeXt
This generation were born since 1980 and are the youngest group of people currently at work. They have borne witness to a changing social environment where being an extravert is seldom frowned upon. They are most open to radical ideas and processes and find hyper- consumerism and aggressive promotion to be second nature.
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The Working Environment
Technology
We are all familiar with the gap between the older generations and modern technological equipment. Whether it is a parent only just coping to operate a new mobile phone, or a grandparent being truly confused about what the world wide web is, the void between the old and the new becomes very apparent when it comes to technology.
In regards to the newer organisation, problems involving technology might have very far reaching consequences. Computers are vital to many aspects of business, from managing payroll, to perform core tasks and even providing a route for promotion. As such, an employee who is not familiar with the systems being used by a company is likely to find difficulties in many areas of the corporation. This presents the challenge of managing generations within the workplace.
A similar principle may also be applied in reverse. The younger generations might be very comfortable with emerging technologies and practices, but may lack knowledge of the older systems that still perform many of the critical functions of the business.
Physical limitations
There are obvious physical aspects that may influence how a successful company manages its workforce in regard to age. Elderly generations will by and large by physically inferior to their younger counterparts, and consequently they will be less suited to roles that require physical exertions.
Fortunately, most of the older generations of employee will have advanced to senior levels of management within the business they work for, and these jobs reward based upon knowledge and experience rather than physical capability.
Modern ailments
Modern businesses are faced with physical conditions that businesses of the past would not have had to face. Complaints such as RSI, or repetitive strain injury, have become more common since the widespread introduction and use of personal computer keyboards.
The desk environment itself may create a number of problems if the ergonomics of any particular workstation are not good. Back problems and joint problems can develop after long periods of sitting incorrectly, and long durations of exposure to computer monitors can contribute to long- term eye impairment. Tests are on- going to investigate the full scale of the impact of the modern place of work on the body.
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Solutions
The management of generations in the workplace has obtained more exposure over recent years and many additional companies have been made aware of the benefit of effective generational management. This has spawned several new ideas and practices that are in one way or another aimed at improving the working rapport between the business and its workforce, no matter how old they are.
If there are specific roles within your business that are best suited to a particular generation then it is often beneficial to only use members of that generation to carry out the job. This kind of specialisation requires good organisational management. It will also be necessary to pass the knowledge on from generation to generation when your workforce ages.
There are a number of ways in which your company can learn about managing several generations of employee. Seminars dedicated to the topic have become a more common event in recent times, and the amount of useful information that can be obtained from these occasions can be of special benefit to an organisation.
There are also a lot of resources available on the web that discuss the matter in greater detail, and draw together a range of different ideas for tackling various situations.
If setting your own managers the job of learning about generations within the office does not seem appropriate there are many business gurus that now incorporate the idea of generational management into their practice. Utilising their services may be the most recommended method to address your business circumstances.
Conclusion
Different generations of worker can find that it is hard to work collectively. They have grown up in different times and learnt about a planet that has been constantly changing. There are not simply concerns when it comes to the terminology used for communication, but matters of manners and etiquette.
Each generation is also motivated by different factors, and have come from different social upbringings. It will rarely be true that one solution can be applied across a multitude of generations but it is also crucial that you make sure that your company does not micro- manage the different age groups working for it.
Modern organisations have a varied range of skills requirements and these needs simply cannot be fulfilled by just one of the generations discussed on this page. As is so frequently the case, the path to success depends upon finding a balance between the generations- utilising the strengths, mitigating the weaknesses and motivating accordingly – through informed and empathetic direction.