Introduction
The degree of change that the world has seasoned 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. These changes have touched nearly every aspect of our existence beyond our basic physical needs and have had a profound impact on how we live our day to day lives.
One area of life that has not escaped these broad changes is the business domain. Modern companies may operate within the same fundamental principles of profitability that have governed business since it began, but many of the characteristics of a successful company trading in the modern arena would seem foreign to businesses of the past.
An interesting issue that modern companies face is how to manage the different generations of individuals who make up their workforce. This challenge has been about for a long time, but as the requirements of companies change and the skills required have evolved, the differences among workers have become more obvious.
This is partially due to the ever increasing life expectancy of humans, 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 stay with the same company into their late 60′s or early 70′s, and often as hands- on workers rather than simply sitting at the board.
There is also a need for a more diverse set of skills in the progressive business surroundings, triggered largely due to the quick development and wide reach of computer technology. Corporate processes, both internal and external, have been subject to significant changes which require a new 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 pivotal piece of the business puzzle. This computing ability can help businesses to run well, but they are only as capable as the people who operate them.
There are also generational issues when it comes to external business aspects such as the law. New laws and business best practices are emerging all of the time and key business decision makers need to be aware of any that apply to their company. This can be said of sales as well as promotional channels that have emerged with the rise of the World Wide Web.
Outside of this, there can be communication problems between different generations of employee, physical limitations of the older staff in an organisation and the need to fulfil a range of different wants and aspirations to keep an entire workforce happy. In a warehouse setting it is critical to make use of premium industrial shelving off of an assured maker to keep the workforce secure.
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The Generations
The requirement to manage generations in the workplace may seem like an unneeded task, but the distinctions between the generations of worker that are commonly found in business are worthwhile taking note of.
Traditionals
Senior, or “traditional”, workers 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 business 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 beneath the shadow of an international conflict, lots of the older generation still harbour this opinion in modern times.
Since many of the senior generation will hold senior ranks within a company their views and opinions will generally carry greater weight than those of younger generations. Their decisions will often be fundamental to the business and shape the future success or failure of the organisation. This difference between modern thinking and business influence 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 globe. Baby Boomers will be aged between 45 and 65 approximately and are likely to form the vast majority of management roles within a modern company.
This generation grew up without a lot 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 frequently be able to grasp the bigger picture while still maintaining a grip on modern advances in terms of technologies and business procedures. Their family- oriented character tends to see them working well in teams, although it is often observed that they are not comfortable when taking criticism(no matter how helpful) , and they are not good at giving feedback to other workers.
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 distributed amongst the various levels of management within a contemporary business.
Socially they grew up in extremely demanding times. Careers were an ever more important and defining part of people’s lives and this was made clear 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 maybe two businesses.
Therefore, they are often very good at problem solving and achieving short- term objectives but can 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 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 seldom frowned upon. They are most open to radical concepts and procedures and find hyper- consumerism and relatively competitive promotion to be second nature.
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The Working Environment
Technology
Everyone is familiar with the gap between the elderly generations and contemporary technological equipment. Whether it is a parent only just coping to operate a new mobile phone, or a grandparent being genuinely confused about what the Internet 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’s not familiar with the systems being used by an organisation is likely to find difficulties in many parts of the business.
A similar principle can also be applied in reverse. The younger generations might be very comfortable with new technologies and practices, but may lack knowledge of the other systems that still perform many of the important functions of the organisation. Internal business practices are rarely black and white so workers ideally need a range of technological abilities and knowledge.
Physical limitations
There are obvious physical aspects that may affect how a successful company manages its workforce 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 involve physical exertions.
Luckily, 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 understanding and experience rather than physical capability.
Modern ailments
Modern companies are faced with physical problems that businesses of the past would not have had to face. Complaints like 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 specific workstation are not great. Back problems and joint problems can develop after long periods of sitting incorrectly, and long periods of exposure to computer monitors can contribute to long- term eye damage. Studies are on- going to look into 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 more businesses have been made aware of the benefit of effective generational management. This has spawned several new ideas and routines that are in one way or another aimed at developing the working relationship between the business and its workers, no matter how old they may be.
If there are particular jobs within your business that are most appropriate for a particular generation then it is often beneficial to only use members of that generation to carry out the task. This kind of specialisation requires good organisational management.
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 an organisation.
There are also many resources available on the Internet that discuss the matter in more detail, and draw together a range of different ideas for tackling various situations. Every business has different needs and a unique workforce so it may take time before you uncover the correct management approach for your organisation.
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. Employing their services may be the most recommended way to address your own business circumstances.
Conclusion
Different generations of worker can find it difficult to work together. They have grown up in different times and learnt about a world that has been constantly changing.
Each generation is also stimulated by different factors, and have come from various 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 business does not micro- manage the different age groups working for it. The company must do what is best for its own good results.
Contemporary businesses have a varied range of skills requirements and these requirements simply cannot be fulfilled by just one of the generations discussed on this page. As is so often the case, the path to success depends upon finding a balance between the generations- utilising the advantages, mitigating the weaknesses and motivating accordingly – through educated and empathetic direction.
Posted by William Hickock in Articles.