Introduction
The degree 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 shifts have affected almost every aspect of our lives beyond our basic physical needs and have had a profound effect on how we live our everyday lives.
One part of life which has not escaped these vast changes is the business world. Modern businesses may operate within the same underlying principles of profitability that have governed business since it began, but many of the characteristics of a successful company trading in the contemporary world would seem foreign to businesses of the past.
An interesting issue that modern companies face is how to manage the different generations of people who make up their staff. This challenge has been around for a long time, but as the requirements of organisations change and the skills required have evolved, the differences among workers have become more obvious.
This is partially due to the increasing life expectancy of people, 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 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 need 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. 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 challenges that face a modern business that is operating with a number of distinct generations in its workforce is related to technology. Computers are commonplace in our lives nowadays and they form a vital piece of the corporate puzzle. This computing power can help businesses to run well, but they are only as able as the individuals who work 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 key business decision makers need to be aware of any that apply to their business. This can be said of sales and promotional options that have come forth with the rise of the Internet.
Outside of this, there can be problems with communication between different generations of employee, psychological 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 happy. In a warehouse environment it is vital to make use of professional industrial shelving from a quality manufacturer to keep the workforce secure.
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The Generations
The requirement to handle generations in the workplace may seem like an unneeded task, but the differences between the generations of worker that are commonly found in business are worthwhile taking note of. The generations of worker that may be found in a modern business can be split into the following four groups:
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 personal sacrifices for the greater good, and whilst 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 mature 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 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 down turn in the birth rate around the world. Baby Boomers will be aged between 45 and 65 roughly speaking and probably 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 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 grip 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 at ease when taking criticism(no matter how helpful) , and they are not good at providing feedback to other employees.
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 modern 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 made clear to Generation X from a very young age. Many will have progressed through lower and higher education prior to working their way up within one or maybe two companies.
As such, they are often very good at problem solving and achieving short- term objectives but may struggle to grasp how their contribution affects 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 after 1980 and are the youngest collection 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 concepts and processes and find hyper- consumerism and aggressive marketing to be second nature.
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The Working Environment
Technology
Everyone is familiar with the gap between the older generations and modern technical equipment. Whether it is a parent struggling 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 modern organisation, problems involving technology can have very far reaching consequences. 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 an organisation is likely to find difficulties in many areas of the corporation. This introduces the challenge of managing generations in the work environment.
A similar principle may also be applied in reverse. The younger generations may be very comfortable with emerging technologies and practices, but may lack knowledge of the other systems that still carry out many of the critical functions of the business. Internal business procedures are rarely black and white so workers ideally need a range of technological abilities and understanding.
Physical limitations
There are clear physical aspects 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 consequently they will be less suited to roles that involve physical exertions. There will be exceptions to this in lots of 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 organisation they work for, and these roles reward based upon knowledge and experience rather than physical capability. It is however important to make sure that proper support is given to any worker who battles with the physical aspect of their job.
Modern ailments
Modern businesses are faced with physical conditions that businesses of the past would not have had to face. Complaints like RSI, or repetitive strain injury, have become much more frequent since the widespread launch and use of computer keyboards.
The desk environment itself may 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. Tests are on- going to investigate the full scale of the impact of the modern workplace on the body.
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Solutions
The control of generations in the workplace has received more exposure over recent years and many more businesses 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 workforce, no matter how old they may be.
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 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 helpful advice that can be obtained from these occasions can be of great benefit to your organisation.
There are also many resources available on the web that discuss the problem in greater detail, and draw together a range of unique ideas for tackling various situations. Every company has individual needs and a unique workforce so it may take time before you find the correct management method for your organisation.
If setting your own managers the job of learning about generations within the workplace does not seem suitable there are many business consultants that now include the idea of generational management into their practice. Using their services could be the most prudent way to address your corporate 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 world that has been constantly changing.
Each generation is also motivated 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 business 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 in this article. As is so frequently the case, the route to success depends upon finding a balance between the generations- utilising the strengths, mitigating the weaknesses and encouraging accordingly – through educated and empathetic direction.
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