Introduction
The extent of change that the planet has experienced over the past 50 years is a staggeringly high amount, and the pace at which many of these changes have come about is no less impressive.
One area of life that 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 company trading in the modern 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 partly due to the ever increasing life expectancy of humans, particularly in first world nations, which in turn 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 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 quick development and wide reach of computer technology. Business processes, both internal and external, have been subject to significant changes which require a new way of thinking.
Problems
One of the most common problems that face a modern enterprise that is operating with a number of distinct generations in its workforce is related to technology. Computer systems are commonplace in each of our lives these days 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 emerging all of the time and key business decision makers need to be aware of any that apply to their business. This can be said of sales as well as promotional options that have emerged with the rise of the Web.
Outside of this, there can be problems with communication between different generations of employee, physical limitations of the older staff in an organisation and the need to satisfy a range of diverse wants and aspirations to keep an entire workforce content.
It is commonplace for the younger generation to operate next to industrial shelving products because they are suited to physical labour.
The Generations
The requirement to handle generations in the work environment may seem like an unnecessary task, but the differences between the generations of worker that are commonly found in business are worth taking note of.
Traditionals
Mature, or “traditional”, employees 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 business 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, 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 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.
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 decline in the birth rate around the world. Baby Boomers will be aged between 45 and 65 approximately and are likely to form the vast majority of management jobs within a modern company.
This generation grew up without a lot 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 workplace, this group of workers will frequently be able to grasp the bigger picture whilst 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 at ease when taking criticism(no matter how helpful) , and they are not good at providing feedback to other workers. These communication problems can become very disruptive in a corporate environment.
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 very 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 worked up through lower and higher education before working their way up within one or perhaps two companies. They are expected to work long and challenging hours and often both parties in a marriage or relationship will have jobs.
As such, 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 because they feel they have paid their dues through a life of learning 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 procedures and find hyper- consumerism and relatively competitive marketing to be second nature.
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The Working Environment
Technology
Everyone is familiar with the gap between the elderly generations and modern technical 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 is made very apparent when it comes to technology.
In regards to the newer business, issues involving technology might have very far reaching implications. Computers are critical to many aspects of business, from controlling payroll, to perform core tasks and even providing a channel for promotion. As such, an employee who’s not familiar with the technologies 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.
The same principle can also be applied in reverse. The younger generations may be very comfortable with new 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 factors that may influence 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. There will be exceptions to this in many companies, but as a generalisation it is correct.
Fortunately, most of the older generations of worker will have advanced to senior levels of management within the organisation they work for, and these roles reward based upon understanding and experience rather than physical ability.
Modern ailments
Modern companies are faced with physical conditions that companies 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 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 intervals of sitting incorrectly, and long periods of exposure to computer screens can contribute to long- term eye damage. Studies are on- going to investigate the full scale of the impact of the modern workplace on the human body.
Businesses that wish to be successful frequently benefit from fresh office furniture since looks promote a powerful image of the company.
Solutions
The control of generations in the workplace has received 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 improving the working rapport between the business and its workers, no matter how old they are.
If there are particular 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 perform the job. This kind of specialisation demands good organisational control. It will also be necessary to pass the knowledge on from generation to generation as 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 practical information that can be obtained from these events can be of special benefit to your organisation.
There are also a lot of resources available on the Internet that discuss the problem in greater 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 company.
If setting your own administrators the task of learning about generations within the workplace does not seem suitable there are many business consultants that now incorporate the idea of generational management into their practice. Employing their services may be the most recommended way to address your corporate circumstances.
Conclusion
Different generations of worker can find it difficult to work collectively. They have grown up in distinct 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 motivated by different things, and have come from various social upbringings. It will rarely be the case that one solution can be used 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 businesses have a diverse range of skills requirements and these needs simply cannot be satisfied by just one of the generations discussed in this article. As is so frequently the case, the route to success depends upon discovering a balance between the generations- utilising the strengths, mitigating the weaknesses and encouraging accordingly - through informed and empathetic management.
