The extent of change that the planet has experienced over the past 50 years is a staggeringly high amount, and the pace at which a lot of these changes have come about is no less striking.
One area of life that has not escaped these vast changes is the business domain. Modern companies may operate within the same fundamental principles of profitability that have governed commerce since it began, but many of the traits of a successful company trading in the contemporary world would seem foreign to businesses of the past.
An interesting problem that modern companies face is how to handle the different generations of individuals who make up their staff. This problem has been about for a long time, but as the requirements of organisations change and the skills required have evolved, the differences between workers have become more pronounced.
This is partly due to the ever increasing life expectancy of people, particularly in first world countries, which consequently prompts an ever increasing retirement age. Since 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 often as hands- on workers rather than simply sitting on the board.
There is also a need for a more diverse range of skills in the modern business surroundings, triggered largely due to the swift development and wide reach of computer technology. Corporate processes, both internal and external, have been subject to radical changes which require a fresh way of thinking. These modern ways of thinking are most commonly found within the younger working generation.
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 each of our lives nowadays and they form a pivotal 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 work them.
There are also generational issues when it comes to outward business factors such as the law. New laws and corporate best practices are emerging all of the time and critical business decision makers need to be aware of any that apply to their company.
Outside of this, there can be problems with communication between different generations of employee, psychological limitations of the older personnel in an organisation and the need to satisfy a range of diverse needs and aspirations to keep an entire workforce happy. In a warehouse environment it is vital to utilise high quality industrial shelving by an assured manufacturer to keep the workforce secure.
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The Generations
The requirement to manage generations in the work environment may seem like an unnecessary task, but the distinctions between the generations of worker that are commonly found in business are worth taking note of.
Traditionals
Mature, or “traditional”, workers are the oldest that would be found in a modern business environment. They are 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 whilst this belief was nurtured under the shadow of an international conflict, lots of the older generation still harbour this opinion nowadays.
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 sculpt the future success or failure of the organisation. This difference between modern thinking and business control requires direction.
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 world. Baby Boomers will be aged between 45 and 65 approximately and probably form the vast majority of management roles within a contemporary business.
This generation grew up without a lot of the oppression and discipline that was more normal amongst previous generations. They are an aspirational collection of people that are very family- oriented.
When it comes to the workplace, this group of workers will frequently be able to grasp the bigger picture whilst still maintaining a grip on modern developments in terms of technologies and business processes. Their family- oriented character tends to see them working effectively 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 workers. These communication issues 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 currently aged between 30 and 45 and will be spread amongst the various levels of management within a contemporary business.
Socially they grew up in extremely 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 progressed through lower and higher education before working their way up within one or perhaps two businesses.
As such, they are often very good at problem solving and achieving 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 learning and work. Generation X need close supervision to ensure their effective contribution to the organisation.
Generation NeXt
This generation were born after 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 rarely frowned upon. They are most open to radical ideas and procedures and find hyper- consumerism and relatively competitive marketing to be second nature.
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The Working Environment
Technology
We are all familiar with the gap between the older generations and contemporary technical equipment. Whether it is a parent struggling 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 is made very apparent when it comes to technology.
In regards to the newer organisation, issues involving technology might have very far reaching consequences. Computers are critical to many aspects of business, from managing payroll, to perform core tasks and even providing a route for marketing. As such, an employee who is not familiar with the systems being used by a company is likely to find difficulties in many parts of the corporation.
A similar principle can also be applied in the opposite direction. The younger generations may 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 clear physical factors that may affect how a successful company manages its workers in regard to age. Older 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. There will be exceptions to this in many companies, but as a generalisation it is true.
Fortunately, most of the older generations of employee will have advanced to senior levels of management within the business they work for, and these roles reward based upon understanding and experience rather than physical capability. It is however important to make sure that adequate support is given to any worker who struggles with the physical side of their job.
Modern ailments
Modern companies are faced with physical problems that companies of the past would not have had to face. Complaints such as RSI, or repetitive strain injury, have become more frequent 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 specific workstation are not good. Back problems and joint problems can develop after long intervals of sitting incorrectly, and long periods of exposure to computer screens can contribute to long- term eye impairment. Tests are on- going to investigate the full scale of the impact of the contemporary workplace on the human body.
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Solutions
The management of generations in the workplace has obtained greater exposure over recent years and many more companies have been made aware of the benefit of effective generational management. This has spawned many new ideas and practices that are in one way or another aimed at developing the working rapport between the business and its workforce, no matter how old they are.
If there are specific jobs within your business that are most appropriate for a particular generation then it is often beneficial to only get members of that generation to carry out the task. This kind of specialisation demands good organisational control. It will also be necessary to pass the knowledge on from generation to generation when your workforce grows old.
There are a number of ways in which your company can learn about managing different generations of employee. Seminars dedicated to the subject have become a more common event in recent times, and the amount of helpful information that can be obtained from these occasions can be of special benefit to your organisation.
There are also a lot of resources available on the web that discuss the problem in greater detail, and draw together a range of unique ideas for tackling various scenarios. Every company has individual needs and a unique workforce so it may take time before you discover the correct management method for your company.
If setting your own managers the task of learning about generations within the office does not seem suitable there are many business consultants that now include the idea of generational management into their practice. Utilising their services may be the most prudent way to address your own business circumstances.
Conclusion
Different generations of employee can find that it is hard to work collectively. They have grown up in distinct 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 issues of manners as well as etiquette.
Each generation is also stimulated 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 important to make sure that your company does not micro- manage different age groups working for it. The business must do what is best for its own good results.
Modern businesses have a diverse range of skills requirements and these requirements 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 discovering a balance between the generations- employing the strengths, mitigating the weaknesses and motivating accordingly - through educated and empathetic management.