Managing Generations in the Modern Business
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 many of these changes have come about is no less impressive.
One part of life which has not escaped these vast changes is the business domain. Modern companies may operate within the same underlying principles of profitability that have governed commerce since it started, but many of the characteristics of a successful company trading in the contemporary world would seem alien to businesses from years gone by.
An interesting issue that modern companies face is how to manage the different generations of individuals who make up their staff. This challenge has been about for a long time, but as the requirements of companies change and the skills required have evolved, the differences between 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. As people work to a later point in their lives, they may stay with the same organisation into their late 60’s or early 70’s, and often as hands- on workers rather than simply sitting on the board.
There is also a demand for a more diverse set of skills in the modern business surroundings, triggered largely due to the quick development and wide reach of computer technology. Business processes, both internal and external, have undergone significant changes which require a fresh way of thinking. These modern ways of thinking are most commonly found within the younger working age group.
Problems
One of the most typical challenges that face a modern business that is operating 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 vital piece of the business 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 critical business decision makers must be aware of any that apply to their company. This can be said of sales and promotional channels that have emerged with the rise of the Web.
Outside of this, there can be problems with communication between different generations of employee, psychological limitations of the older personnel in an organisation and the need to fulfil a range of different wants and aspirations to keep an entire workforce satisfied. In a warehouse environment it is critical to utilise good industrial shelving off of a reputable supplier to keep the workforce safe.
It is unfortunate to hear of office incidents but pallet racking accidents inside offices aren’t a very common problem.
The Generations
The need to manage generations in the work environment may seem like an unneeded task, but the distinctions between the generations of worker that are commonly found in business are worth taking note of.
Traditionals
Senior, 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 industry 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, many of the older generation still harbour this opinion in modern times.
Since many of the senior generation will hold senior ranks 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 shape the future success or failure of the business.
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 roughly speaking and probably 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 group of people that are very family- oriented. They would be the mother and father of the traditional “nuclear family”.
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 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 comfortable when taking criticism(no matter how helpful) , and they are not good at providing feedback to other employees. These communication issues can become very disruptive in a business 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 tiers of management within a contemporary company.
Socially they grew up in extremely stressful times. Careers were an ever more important and defining part of people’s lives and this was pointed out 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. They are expected to work long and hard hours and frequently both parties in a marriage or relationship will have jobs.
Therefore, they are often very good at problem solving and achieving short- term objectives but can struggle to grasp how their contribution affects the big picture. They will be motivated by financial 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 effective contribution to the company.
Generation NeXt
This generation were born after 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 rarely frowned upon. They are most open to radical concepts and procedures and find hyper- consumerism and relatively competitive marketing to be second nature.
Older generations of workers might think interior refurbishments pointless plus bothersome towards the working environment of a business.
The Working Environment
Technology
Everyone is familiar with the gap between the elderly generations and contemporary 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 becomes very apparent when it comes to technology.
In regards to the newer business, problems involving technology might have very far reaching implications. Computers are vital to many aspects of business, from operating payroll, to perform core tasks and even providing a channel for promotion. As such, an employee who is not familiar with the technologies being used by an organisation is likely to find difficulties in many parts of the business.
The same principle can also be applied in reverse. The younger generations may be very comfortable with emerging technologies and routines, but may lack knowledge of the other systems that still perform many of the critical functions of the business. Internal business procedures are rarely black and white so workers ideally need a range of technological skills and knowledge.
Physical limitations
There are clear physical aspects that may affect 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 consequently they will be less suited to roles that involve physical exertions.
Luckily, most of the older generations of worker will have advanced to senior levels of management within the business they work for, and these roles reward based upon knowledge and experience rather than physical ability. It is however important to make sure that adequate support is given to any employee who battles with the physical aspect of their role.
Modern ailments
Modern companies are faced with physical conditions that businesses of the past would not have had to confront. Complaints such as RSI, or repetitive strain injury, have become more common since the widespread introduction and use of personal computer keyboards.
The desk setting itself may 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 monitors can contribute to long- term eye impairment. Tests are on- going to investigate the full scale of the impact of the modern workplace on the human body.
The quantity of workplace accidents including office furniture rises gradually when more time is spent by employees at work.
Solutions
The control of generations in the workplace has obtained greater exposure over recent years and many additional businesses have been made aware of the benefit of good generational management. This has spawned several 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 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 requires good organisational management. It will also be necessary to pass the knowledge on from generation to generation when your workforce grows old.
There are a number of ways in which your business can learn about managing several 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 great benefit to your organisation.
There are also a lot of resources available on the web that discuss the problem in greater detail, and draw together a range of unique ideas for tackling various scenarios. Every business has different needs and a unique workforce so it may take time before you find the correct management approach for your company.
If setting your own managers the task of learning about generations within the office does not seem suitable there are many business gurus that now incorporate the idea of generational management into their practice. Utilising their services may be the most prudent way to address your own corporate situation.
Conclusion
Different generations of employee can find that it is hard to work together. They have grown up in distinct times and learnt about a planet that has been continually 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 crucial that you make sure that your company does not micro- manage the different age groups working for it. The company must do what is optimum for its own success.
Modern organisations have a varied range of skills requirements and these needs simply cannot be fulfilled by just one of the generations discussed on this page. As is so often the case, the route to success depends upon discovering a balance between the generations- employing the strengths, mitigating the weaknesses and motivating accordingly - through informed and empathetic direction.