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 impressive.
One part of life that has not escaped these broad changes is the business domain. Modern businesses may operate within the same underlying principles of profitability that have governed commerce since it began, but many of the characteristics of a successful company trading in the contemporary arena would seem foreign to businesses from years gone by.
An interesting issue that modern businesses face is how to handle the different generations of people who make up their workforce. This problem has been about for a long time, but as the requirements of organisations change and the skills necessary have evolved, the differences among workers have become more pronounced.
This is partly due to the ever increasing life expectancy of people, particularly in first world nations, which in turn prompts an ever increasing retirement age. As 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 at the board.
There is also a need for a more diverse range of skills in the modern business climate, triggered largely due to the quick development and extensive 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 generation.
Problems
One of the most typical challenges that face a modern business that is working with a number of different generations in its workforce is related to technology. Computers are commonplace in each of our lives nowadays and they form a pivotal piece of the corporate puzzle. This computing ability can help businesses to run well, but they are only as able as the people 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 emerging all of the time and critical business decision makers must be aware of any that apply to their business. This can be said of sales as well as promotional channels that have emerged with the rise of the Web.
Outside of this, there can be problems with communication between different generations of worker, psychological limitations of the older staff in an organisation and the need to fulfil a range of different needs and aspirations to keep an entire workforce satisfied. In a warehouse setting it is vital to use professional industrial shelving off of a quality manufacturer to keep the workforce secure.
Whilst an office workspace should be smart they could also house industrial shelving in specific circumstances for office storage needs.
The Generations
The requirement to manage generations in the work environment may seem like an unnecessary task, but the differences between the generations of worker that are often found in business are worthwhile taking note of.
Traditionals
Mature, 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 whilst this belief was nurtured beneath the shadow of a global conflict, lots 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 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 disparity between modern thinking and business control requires management.
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 globe. Baby Boomers will be aged between 45 and 65 roughly speaking and are likely to form the vast majority of management roles within a contemporary 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 highly family- oriented.
When it comes to the workplace, 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 at ease when taking criticism(no matter how helpful) , and they are not good at giving 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 tiers of management within a modern company.
Socially they grew up in very 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 worked up through lower and higher education prior to working their way up within one or maybe two companies. They are expected to work long and hard hours and often both parties in a marriage or relationship will have jobs.
Therefore, they are often very good at problem solving and meeting short- term objectives but can struggle to grasp how their contribution affects 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 supervision to ensure their effective contribution to the organisation.
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 rarely frowned upon. They are most open to radical ideas and procedures and find hyper- consumerism and aggressive promotion to be second nature.
A modern business needs to consider things outside a company capacity, like interior refurbishments to maintain modern business premises that reflect their corporate image.
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 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 organisation, issues involving technology might 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 a company is likely to find problems in many parts of the business.
A similar principle may also be applied in the opposite direction. The younger generations might be very comfortable with new technologies and practices, 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 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 require 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 jobs reward based upon understanding and experience rather than physical capability. It is nevertheless important to make sure that proper support is given to any employee who struggles with the physical aspect of their role.
Modern ailments
Modern businesses are faced with physical problems that companies of the past would not have had to confront. Complaints like RSI, or repetitive strain injury, have become more frequent since the widespread introduction and use of computer keyboards.
The desk environment itself can create a number of problems if the ergonomics of any specific workstation are not good. Back problems and joint problems can develop after long intervals of sitting incorrectly, and long durations of exposure to computer screens can contribute to long- term eye impairment. Tests are on- going to investigate the full scale of the impact of the contemporary workplace on the body.
It is a surprising fact that the design and format of office furniture may have an influence in the efficiency and happiness of your workforce.
Solutions
The management of generations in the workplace has obtained more exposure over recent years and many additional 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 may be.
If there are specific 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 requires good organisational control.
There are a number of ways in which your company can learn about managing different generations of staff. 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 occasions can be of special benefit to an organisation.
There are also many resources available on the Internet that discuss the matter in greater detail, and draw together a range of different ideas for tackling various situations.
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 it difficult to work collectively. They have grown up in distinct times and learnt about a world that has been continually changing. There are not simply issues when it comes to the language used for communication, but matters of manners as well as etiquette.
Each generation is also stimulated by different things, and have come from various social upbringings. It will rarely be the case that one solution can be applied 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 satisfied by just one of the generations discussed in this article. As is so often the case, the path to success depends upon discovering a balance between the generations- employing the advantages, mitigating the weaknesses and motivating accordingly – through educated and empathetic management.