Modern Management of Generations at Work
Introduction
The extent of change that the world has seasoned 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 impressive. These changes have affected almost every aspect of our existence beyond our fundamental physical needs and have had a profound impact on how we live our everyday lives.
One area of life which has not escaped these vast changes is the business world. Modern companies may operate within the same underlying principles of profitability that have governed commerce since it began, but many of the traits of a successful company trading in the contemporary world would seem foreign to businesses of the past.
An interesting issue that modern companies face is how to manage the different generations of people who make up their workforce.
This is partly due to the 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 organisation 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 set of skills in the modern business surroundings, triggered largely due to the quick development and extensive reach of computer technology. Business processes, both internal and external, have undergone radical 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. Computer systems are commonplace in each of our lives these days and they form a vital piece of the corporate puzzle. This computing ability can help businesses to run well, but they are only as able as the individuals who work them.
There are also generational issues when it comes to outward business aspects such as the law. New laws and corporate best practices are being created all of the time and key business decision makers need to be aware of any that apply to their business.
Outside of this, there can be problems with communication between different generations of worker, psychological limitations of the older personnel in an organisation and the need to fulfil a range of different needs and aspirations to keep an entire workforce content. In a warehouse setting it is crucial to utilise good industrial shelving off of a quality maker to keep the workforce safe.
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The Generations
The requirement to handle generations in the workplace may seem like an unnecessary task, but the differences between the generations of worker that are commonly found in business are worth taking note of. The generations of worker that may be found in today’s business can be split into the following four groups:
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 personal sacrifices for the greater good, and whilst this belief was nurtured beneath the shadow of an international conflict, lots of the older generation still harbour this opinion nowadays.
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 decisions will often be fundamental to the business and shape the future success or failure of the organisation.
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 world. Baby Boomers will be aged between 45 and 65 roughly speaking and are likely to form the vast majority of management jobs within a modern business.
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.
When it comes to the workplace, this group of workers will often be able to grasp the bigger picture while 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 noted that they are not comfortable 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 presently aged between 30 and 45 and will be spread amongst the various tiers of management within a contemporary business.
Socially they grew up in extremely 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 early age. Many will have worked up through lower and higher education prior to working their way up within one or perhaps two businesses.
Therefore, 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 monetary 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 efficient contribution to the organisation.
Generation NeXt
This generation were born after 1980 and are the youngest collection 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 aggressive promotion to be second nature.
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The Working Environment
Technology
We are all 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 Internet 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 promotion. As such, an employee who’s not familiar with the systems being used by an organisation is likely to find difficulties in many areas of the corporation. This presents the challenge of managing generations in the workplace.
A similar principle may also be applied in reverse. The younger generations might be very comfortable with new technologies and practices, but may lack knowledge of the other systems that still carry out many of the important functions of the business. Internal business practices are rarely black and white so employees ideally need a range of technological abilities and understanding.
Physical limitations
There are clear physical aspects that may influence 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 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 capability.
Modern ailments
Modern businesses are faced with physical conditions that companies of the past would not have had to confront. Complaints like RSI, or repetitive strain injury, have become more common since the widespread launch and use of computer keyboards.
The desk environment itself may create a number of problems if the ergonomics of any particular workstation are not great. 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. Tests are on- going to look into the full scale of the impact of the modern place of work on the human body.
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Solutions
The management of generations in the workplace has obtained more 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 practices that are in one way or another aimed at developing 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 most appropriate for a particular generation then it is often beneficial to only get members of that generation to carry out the task. This kind of specialisation demands good organisational control. It will also be necessary to pass the knowledge on from generation to generation as your workforce ages.
There are a number of ways in which your business can learn about managing several generations of employee. Seminars dedicated to the subject have become a more common event in recent times, and the amount of practical information 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 web that discuss the matter in greater detail, and draw together a range of different ideas for tackling various scenarios. Every company has different needs and a unique workforce so it may take time before you uncover the correct management method for your company.
If setting your own administrators the job of learning about generations within the workplace does not seem suitable there are many business consultants that now include the idea of generational management into their practice.
Conclusion
Different generations of worker can find it difficult to work collectively. They have grown up in distinct times and learnt about a planet that has been continually changing. There are not simply issues when it comes to the language used for communication, but matters of manners and etiquette.
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 numerous generations but it is also important to make sure that your business does not micro- manage the different age groups working for it. The company must do what is best for its own success.
Contemporary businesses 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 discovering a balance between the generations- utilising the advantages, mitigating the weaknesses and motivating accordingly - through educated and empathetic management.
