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 a lot of these changes have come about is no less striking.
One part of life which has not escaped these vast changes is the business world. Modern companies 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 arena would seem alien to businesses from years gone by.
An interesting issue that modern businesses face is how to manage the different generations of individuals who make up their staff.
This is partially due to the ever increasing life expectancy of humans, particularly in first world nations, which consequently prompts an ever increasing retirement age. As 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 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 modern business surroundings, triggered largely due to the quick development and extensive reach of computer technology. Corporate 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 generation.
Problems
One of the most typical challenges 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 vital piece of the business puzzle. This computing power can help businesses to run well, but they are only as capable as the people who operate them.
There are also generational problems when it comes to outward business factors such as the law. New laws and business best practices are being created all of the time and important business decision makers must be aware of any that apply to their company.
Beyond this, there can be communication problems between different generations of employee, psychological 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 satisfied. In a warehouse setting it is vital to utilise really good industrial shelving off of a quality supplier to keep the workforce secure.
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The Generations
The requirement to manage generations in the work environment may seem like an unneeded task, but the differences between the generations of worker that are commonly found in business are worth taking note of. The generations of employee that may be found in a modern business can be split into the following four groups:
Traditionals
Mature, or “traditional”, employees are the oldest that would be found in a modern corporate 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 personal sacrifices for the greater good, and while this belief was nurtured beneath the shadow of an international conflict, many of the older generation still harbour this opinion nowadays.
Since many of the senior generation will hold senior positions within a business their views and opinions will generally carry more weight than those of younger generations. Their decisions will often be fundamental to the business and sculpt the future success or failure of the business. This disparity 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 decline 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 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 workplace, this group of workers will frequently be able to grasp the bigger picture while 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 noted that they are not comfortable when taking criticism(no matter how constructive) , 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 tiers of management within a modern 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 young age. Many will have worked up through lower and higher education prior to working their way up within one or maybe two companies.
Therefore, 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 since they feel they have paid their dues through a life of learning and work. Generation X need close management to ensure their efficient contribution to the company.
Generation NeXt
This generation were born since 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 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 contemporary technological 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 becomes very apparent when it comes to technology.
In regards to the modern organisation, issues involving technology can have very far reaching consequences. Computers are critical to many aspects of business, from operating payroll, to perform core tasks and even providing a channel for marketing. 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 the opposite direction. The younger generations may be very comfortable with emerging technologies and routines, but may lack knowledge of the older systems that still carry out many of the important functions of the organisation.
Physical limitations
There are obvious physical factors that may influence how a successful company manages its workers in regard to age. Elderly generations will by and large by physically inferior to their younger counterparts, and as such they will be less suited to roles that involve physical exertions.
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 capability.
Modern ailments
Modern businesses are faced with physical conditions that companies of the past would not have had to confront. 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 good. Back problems and joint problems can develop after long periods of sitting incorrectly, and long durations of exposure to computer screens can contribute to long- term eye damage. Studies are on- going to look into the full scale of the impact of the contemporary workplace on the body.
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Solutions
The control of generations in the workplace has obtained greater exposure over recent years and many additional companies have been made aware of the benefit of good generational management. This has spawned many new ideas and practices that are in one way or another aimed at improving 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 best suited to a particular generation then it is often beneficial to only get members of that generation to carry out the job. This kind of specialisation demands good organisational management.
There are a number of ways in which your business 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 events can be of special benefit to an organisation.
There are also many resources available on the web that discuss the problem in more detail, and draw together a range of different ideas for tackling various situations. Every company has different needs and a unique workforce so it may take time before you find the correct management approach for your organisation.
If setting your own managers the job 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.
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 world that has been constantly changing. There are not simply concerns when it comes to the language used for communication, but matters of manners and etiquette.
Each generation is also motivated by different factors, and have come from different social upbringings. It will rarely be true that one solution can be applied across numerous generations but it is also important to make sure that your company does not micro- manage the different age groups working for it. The company must do what is best for its own success.
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 often the case, the route to success depends upon discovering a balance between the generations- utilising the advantages, mitigating the weaknesses and encouraging accordingly – through informed and empathetic direction.