Introduction
The extent of change that the planet has seasoned 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 impressive. These changes have affected nearly every aspect of our lives beyond our fundamental physical needs and have had a profound effect on how we live our day to day lives.
One part of life that has not escaped these vast changes is the business domain. Modern businesses may operate within the same underlying principles of profitability that have governed business since it started, but many of the characteristics of a successful organisation trading in the contemporary world would seem alien to businesses of the past.
An interesting problem that modern companies face is how to handle the different generations of people who make up their workforce.
This is partially due to the increasing life expectancy of people, particularly in first world nations, which consequently prompts an ever increasing retirement age. Since people work to a later point in their lives, they may remain with the same company into their late 60′s or early 70′s, and often as hands- on workers rather than merely sitting on the board.
There is also a need for a more diverse set of skills in the progressive business climate, triggered largely due to the swift development and extensive reach of computer technology. Business processes, both internal and external, have undergone 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 typical 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 nowadays and they form a vital piece of the corporate puzzle.
There are also generational issues when it comes to external business aspects such as the law. New laws and business best practices are being created all of the time and key business decision makers must be aware of any that apply to their company.
Outside of this, there can be communication problems between different generations of worker, 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 satisfied. In a warehouse environment it is critical to use premium industrial shelving from an assured supplier to keep the workforce secure.
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The Generations
The requirement to handle generations in the work environment may seem like an unneeded task, but the distinctions between the generations of worker that are often found in business are worthwhile taking note of.
Traditionals
Senior, or “traditional”, employees are the oldest that would be found in a modern business 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 beneath the shadow of a global conflict, many of the older generation still harbour this opinion in modern times.
Since many of the senior generation will hold senior positions within a business their views and opinions 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 business.
Baby Boomers
The Baby Boomer generation includes those born between the end of the war and the mid- 60′s, while there was a general down turn in the birth rate around the world. Baby Boomers will be aged between 45 and 65 roughly speaking and are likely to form the vast majority of management jobs within a contemporary company.
This generation grew up without much of the oppression and discipline that was commonplace amongst previous generations. They are an aspirational collection of people that are very family- oriented.
When it comes to the work environment, this group of workers will often be able to grasp the bigger picture whilst still maintaining a grasp on modern advances in terms of technologies and business processes. Their family- oriented character tends to see them working effectively in teams, although it is often observed that they are not comfortable when taking criticism(no matter how constructive) , and they are not good at providing feedback to other workers. 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 levels of management within a modern business.
Socially they grew up in very demanding 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 early age. Many will have progressed through lower and higher education before working their way up within one or perhaps two businesses. They are expected to work long and challenging hours and frequently both parties in a marriage or relationship will have jobs.
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 financial 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 supervision to ensure their efficient contribution to the organisation.
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 climate where being an extravert is rarely frowned upon. They are most open to radical ideas and processes and find hyper- consumerism and aggressive 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 genuinely 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 business, issues involving technology can have very far reaching implications. Computers are critical to many aspects of business, from operating payroll, to perform core tasks and even providing a route for promotion. As such, an employee who’s not familiar with the systems being used by a company is likely to find difficulties in many parts of the business. This presents the challenge of managing generations in the work environment.
The same principle may also be applied in reverse. The younger generations might be very comfortable with new technologies and routines, but may lack knowledge of the older systems that still carry out many of the critical functions of the business. Internal business practices are rarely black and white so workers ideally need a range of technological skills and knowledge.
Physical limitations
There are obvious physical factors that may influence 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 as such they will be less suited to roles that require physical exertions.
Luckily, most of the older generations of worker will have advanced to senior levels of management within the organisation they work for, and these jobs reward based upon understanding and experience rather than physical ability.
Modern ailments
Modern businesses are faced with physical problems that businesses of the past would not have had to confront. Complaints such as RSI, or repetitive strain injury, have become more frequent since the widespread launch and use of computer keyboards.
The desk setting itself can 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 damage. Studies 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 control of generations in the workplace has obtained more exposure over recent years and many more companies have been made aware of the benefit of effective generational management. This has spawned a number of new ideas and routines 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 task. This kind of specialisation demands 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 different 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 events can be of great benefit to your organisation.
There are also many resources available on the Internet that discuss the problem in more detail, and draw together a range of different ideas for tackling various scenarios. Every business has individual needs and a unique workforce so it may take time before you find the correct management approach for your company.
If setting your own managers the job of learning about generations within the workplace does not seem appropriate there are many business gurus that now include the idea of generational management into their practice.
Conclusion
Different generations of employee can find that it is hard to work together. They have grown up in different times and learnt about a world that has been constantly changing. There are not simply issues when it comes to the terminology used for communication, but matters of manners and etiquette.
Each generation is also stimulated by different things, and have come from different social upbringings. It will rarely be true that one solution can be used across a multitude of generations but it is also important to make sure that your company does not micro- manage the different age groups working for it.
Contemporary organisations have a diverse range of skills requirements and these needs simply cannot be fulfilled by just one of the generations discussed in this article. As is so often the case, the path to success depends upon finding a balance between the generations- employing the advantages, mitigating the weaknesses and encouraging accordingly – through informed and empathetic direction.