Introduction
The degree of change that the planet has experienced over the past 50 years is a staggeringly high amount, and the speed at which many of these changes have come about is no less striking.
One part of life which has not escaped these broad changes is the business world. Modern companies may operate within the same fundamental principles of profitability that have governed business since it started, but many of the traits of a successful company trading in the contemporary world would seem alien to businesses from years gone by.
An interesting issue that modern businesses face is how to manage the different generations of people who make up their workforce. This problem has been around for a long time, but as the requirements of companies change and the skills required have evolved, the differences among workers have become more pronounced.
This is partially due to the increasing life expectancy of humans, 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 often as hands- on workers rather than simply sitting on the board.
There is also a need for a more diverse range of skills in the modern business surroundings, triggered largely due to the swift development and extensive reach of computer technology. Business processes, both internal and external, have been subject to radical changes which require a new way of thinking.
Problems
One of the most typical challenges 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 these days and they form a pivotal piece of the business puzzle. This computing ability can help businesses to run more efficiently, but they are only as able as the people who work them.
There are also generational issues when it comes to external business factors such as the law. New laws and business best practices are emerging all of the time and important business decision makers need to be aware of any that apply to their business.
Outside of this, there can be communication problems between different generations of worker, physical limitations of the older staff in an organisation and the need to satisfy a range of different wants and aspirations to keep an entire workforce content.
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The Generations
The need to handle generations in the work environment may seem like an unnecessary task, but the distinctions between the generations of worker that are often found in business are worthwhile taking note of.
Traditionals
Senior, 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 personal sacrifices for the greater good, and whilst this belief was nurtured under 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 company their views and beliefs will generally carry more 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. This difference 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, when 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 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 group 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 procedures. Their family- oriented character tends to see them working effectively in teams, although it is often observed that they are not comfortable when taking criticism(no matter how constructive) , and they are not good at providing feedback to other workers. These communication problems 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 levels 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 pointed out to Generation X from a very early age. Many will have worked up through lower and higher education before working their way up within one or perhaps 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 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 seldom frowned upon. They are most open to radical ideas and processes and find hyper- consumerism and aggressive promotion to be second nature.
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The Working Environment
Technology
We are all familiar with the gap between the older generations and modern technical equipment. Whether it is a parent only just coping 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, 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 promotion. As such, an employee who is not familiar with the technologies being used by an organisation is likely to find problems in many areas of the business.
A similar principle can also be applied in reverse. The younger generations might be very comfortable with emerging technologies and practices, but may lack knowledge of the other systems that still carry out many of the important functions of the organisation. Internal business practices are rarely black and white so workers ideally need a range of technological abilities and knowledge.
Physical limitations
There are clear physical factors that may influence 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 as such they will be less suited to roles that involve physical exertions. There will be exceptions to this in many companies, however as a generalisation it’s true.
Luckily, most of the older generations of employee will have advanced to senior levels of management within the business they work for, and these jobs reward based upon understanding and experience rather than physical ability.
Modern ailments
Modern companies are faced with physical problems that companies 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 computer keyboards.
The desk setting 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 contemporary place of work on the human body.
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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 effective generational management. This has spawned many new ideas and practices 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 particular jobs within your business that are most appropriate for a particular generation then it is often beneficial to only use members of that generation to perform the task. This kind of specialisation demands 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 company can learn about managing different generations of staff. Seminars dedicated to the subject have become a more common event in recent times, and the amount of useful advice that can be obtained from these occasions can be of special benefit to an organisation.
There are also a lot of resources available on the Internet that discuss the problem in more detail, and draw together a range of unique ideas for tackling various scenarios.
If setting your own administrators the task of learning about generations within the workplace does not seem appropriate there are many business gurus that now incorporate the idea of generational management into their practice. Employing their services may be the most prudent method to address your own corporate situation.
Conclusion
Different generations of employee can find it difficult to work together. They have grown up in distinct times and learnt about a world that has been continually 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 things, and have come from various social upbringings. It will rarely be the case that one solution can be applied across numerous generations but it is also important to make sure that your company does not micro- manage different age groups working for it. The company must do what is optimum for its own good results.
Contemporary organisations have a diverse 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 motivating accordingly – through educated and empathetic direction.
