Introduction
The extent of change that the planet has seasoned over the past 50 years is a staggeringly high amount, and the speed at which a lot of these changes have come about is no less striking.
One area of life which has not escaped these vast changes is the business domain. Modern businesses may operate within the same fundamental principles of profitability that have governed commerce since it began, but many of the traits of a successful organisation trading in the contemporary world would seem foreign to businesses of the past.
An interesting problem that modern businesses face is how to manage the different generations of individuals who make up their staff. This challenge has been around for a long time, but as the needs of organisations change and the skills necessary have evolved, the differences between workers have become more pronounced.
This is partly due to the increasing life expectancy of people, particularly in first world countries, which consequently 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 on the board.
There is also a demand for a more diverse set of skills in the progressive business surroundings, triggered largely due to the quick development and extensive reach of computer technology. Corporate processes, both internal and external, have undergone significant changes which require a new way of thinking. These new ways of thinking are most commonly found within the younger working age group.
Problems
One of the most typical 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 our lives nowadays and they form a vital piece of the business puzzle.
There are also generational issues 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.
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 satisfy a range of diverse needs and aspirations to keep an entire workforce content. In a warehouse environment it is vital to make use of premium industrial shelving by a reputable maker to keep the workforce secure.
There have been numerous developments in industrial shelving technology allowing greater durability, flexibility and aesthetic appeal.
The Generations
The need to manage generations in the workplace may seem like an unnecessary task, but the distinctions between the generations of worker that are commonly found in business are worthwhile taking note of.
Traditionals
Senior, or “traditional”, workers 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 under 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 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, while 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 contemporary business.
This generation grew up without a lot of the oppression and discipline that was more normal amongst earlier 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 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 constructive) , and they are not good at providing 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 presently aged between 30 and 45 and will be spread amongst the various levels of management within a contemporary company.
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 businesses.
As such, they are often very good at problem solving and achieving 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 study and work. Generation X need close supervision to ensure their efficient contribution to the organisation.
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 ideas and procedures and find hyper- consumerism and relatively competitive marketing to be second nature.
Older generations of employees may think interior refurbishments needless plus bothersome to the working environment of a business.
The Working Environment
Technology
Everyone is familiar with the gap between the elderly generations and modern technological 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 business, issues involving technology can have very far reaching implications. Computers are vital to many aspects of business, from managing payroll, to perform core tasks and even providing a channel for marketing. As such, an employee who is not familiar with the technologies being used by a company 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 can also be applied in the opposite direction. The younger generations might be very comfortable with new technologies and routines, but may lack knowledge of the other systems that still perform many of the important functions of the business.
Physical limitations
There are obvious physical factors that may affect 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 as such they will be less suited to roles that involve physical exertions.
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 ability. It is however important to make sure that adequate support is given to any employee who struggles with the physical aspect of their job.
Modern ailments
Modern companies are faced with physical conditions that companies of the past would not have had to confront. Complaints such as RSI, or repetitive strain injury, have become more frequent since the widespread introduction and use of personal computer keyboards.
The desk environment 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 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 human body.
A modern office setting can have desk chairs plus sundries scattered dangerously around the walkways between working spaces.
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 several new ideas and routines that are in one way or another aimed at developing the working rapport between the business and its workers, no matter how old they are.
If there are specific roles 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 control.
There are a number of ways in which your company can learn about managing several generations of staff. Seminars dedicated to the subject have become a more common event in recent times, and the amount of practical advice 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 matter in more detail, and draw together a range of unique ideas for tackling various situations.
If setting your own managers the job of learning about generations within the workplace does not seem appropriate 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 planet that has been constantly changing. There are not simply concerns when it comes to the terminology used for communication, but matters of manners and etiquette.
Each generation is also stimulated by different factors, and have come from various social upbringings. It will rarely be true that one solution can be applied across numerous generations but it is also crucial that you make sure that your business does not micro- manage 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 on this page. 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 informed and empathetic management.