Introduction
The extent 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. These changes have touched nearly every aspect of our existence beyond our basic physical needs and have had a profound effect on how we live our day to day lives.
One part of life which has not escaped these vast changes is the business world. Modern businesses 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 modern world would seem foreign to businesses from years gone by.
An interesting problem that modern companies face is how to manage the different generations of people who make up their workforce.
This is partly 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 often as hands- on workers rather than simply sitting at the board.
There is also a demand for a more diverse set of skills in the modern business surroundings, triggered largely due to the swift development and wide reach of computer technology. Business processes, both internal and external, have undergone significant changes which require a new way of thinking. These modern ways of thinking are most commonly found within the younger working generation.
Problems
One of the most typical problems that face a modern business that is working with a number of different 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.
There are also generational issues 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 need to be aware of any that apply to their company. This can be said of sales as well as promotional options that have come forth with the rise of the Web.
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 fulfil a range of diverse needs and aspirations to keep an entire workforce satisfied.
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The Generations
The need to manage generations in the workplace may seem like an unneeded task, but the differences between the generations of worker that are often found in business are worth taking note of.
Traditionals
Mature, or “traditional”, employees are the oldest that would be found in a modern business 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 individual sacrifices for the greater good, and whilst 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 senior generation will hold senior ranks within a company their views and beliefs 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.
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 approximately and probably form the vast majority of management jobs within a contemporary business.
This generation grew up without much of the oppression and discipline that was more normal amongst previous generations. They are an aspirational collection of people that are highly family- oriented.
When it comes to the work environment, 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 procedures. Their family- oriented character tends to see them working effectively in teams, although it is often noted that they are not at ease 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 corporate setting.
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 contemporary company.
Socially they grew up in very demanding 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 progressed through lower and higher education before 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 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 study and work. Generation X need close management to ensure their effective 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 rarely frowned upon. They are most open to radical ideas and procedures and find hyper- consumerism and aggressive 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 technical equipment. Whether it is a parent struggling 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 newer organisation, issues involving technology can have very far reaching consequences. 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’s not familiar with the technologies being used by a company is likely to find problems in many parts of the business. This presents the challenge of managing generations within the work environment.
A similar principle may also be applied in reverse. The younger generations may be very comfortable with new 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 aspects 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 consequently they will be less suited to roles that require physical exertions. There will be exceptions to this in lots of companies, but as a generalisation it’s correct.
Fortunately, most of the older generations of employee 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.
Modern ailments
Modern companies are faced with physical conditions that businesses of the past would not have had to face. Complaints like 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 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 monitors can contribute to long- term eye impairment. Studies are on- going to investigate the full scale of the impact of the modern workplace on the body.
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Solutions
The management of generations in the workplace has received 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 relationship between the business and its workforce, no matter how old they are.
If there are specific roles within your business that are most appropriate for 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 control.
There are a number of ways in which your business 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 useful information that can be obtained from these occasions can be of great benefit to your organisation.
There are also many resources available on the Internet 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 administrators the task of learning about generations within the workplace does not seem appropriate there are many business consultants that now incorporate the idea of generational management into their practice. Employing their services may be the most recommended way to address your business situation.
Conclusion
Different generations of employee can find it difficult to work together. They have grown up in different times and learnt about a planet that has been continually changing.
Each generation is also motivated by different factors, and have come from various 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 business does not micro- manage the different age groups working for it. The business must do what is best for its own success.
Contemporary organisations have a varied range of skills requirements and these requirements simply cannot be satisfied by just one of the generations discussed on this page. As is so frequently the case, the path to success depends upon finding a balance between the generations- employing the strengths, mitigating the weaknesses and encouraging accordingly – through educated and empathetic management.
