Introduction
The degree of change that the planet has experienced over the past 50 years is a staggeringly high amount, and the pace at which a lot of these changes have come about is no less striking.
One part of life which has not escaped these broad changes is the business domain. Modern businesses may operate within the same fundamental principles of profitability that have governed commerce since it started, but many of the characteristics of a successful organisation trading in the contemporary arena would seem foreign to businesses of the past.
An interesting issue that modern businesses face is how to manage the different generations of people who make up their staff. This challenge has been around for a long time, but as the requirements of companies change and the skills necessary have evolved, the differences between workers have become more pronounced.
This is partially due to the ever increasing life expectancy of humans, particularly in first world countries, which consequently prompts an ever increasing retirement age. As 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 merely 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 wide reach of computer technology. Corporate processes, both internal and external, have undergone significant changes which require a new way of thinking.
Problems
One of the most common problems that face a modern business that is working with a number of distinct generations in its workforce is related to technology. Computer systems are commonplace in each of our lives nowadays and they form a vital piece of the corporate puzzle.
There are also generational problems when it comes to outward business aspects such as the law. New laws and business best practices are emerging all of the time and key business decision makers must be aware of any that apply to their company. This can be said of sales as well as promotional options that have emerged with the rise of the Web.
Beyond 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 satisfy a range of diverse wants and aspirations to keep an entire workforce satisfied.
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The Generations
The requirement to manage generations in the workplace may seem like an unneeded task, but the differences 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 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 business 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 an international 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 beliefs 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 world. Baby Boomers will be aged between 45 and 65 approximately and are likely to form the vast majority of management roles within a contemporary company.
This generation grew up without much of the oppression and discipline that was commonplace amongst previous generations. They are an aspirational collection of people that are very family- oriented.
When it comes to the work environment, 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 well 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 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 distributed amongst the various tiers of management within a modern 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 early age. Many will have progressed through lower and higher education before working their way up within one or perhaps two businesses. They are expected to work long and hard hours and often both parties in a marriage or relationship will have professions.
As such, they are often very good at problem solving and meeting 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 study and work. Generation X need close management to ensure their efficient contribution to the company.
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 seldom 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 older generations and modern technological 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 modern business, problems involving technology can have very far reaching implications. Computers are critical to many aspects of business, from controlling payroll, to perform core tasks and even providing a route for marketing. As such, an employee who is not familiar with the systems being used by an organisation is likely to find problems in many areas of the corporation.
A similar principle may 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 carry out many of the important functions of the business.
Physical limitations
There are obvious physical factors 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 require physical exertions.
Luckily, most of the older generations of worker will have advanced to senior levels of management within the organisation they work for, and these jobs reward based upon knowledge and experience rather than physical ability. It is however important to make sure that proper support is given to any worker who battles with the physical aspect of their role.
Modern ailments
Modern businesses 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 much more common since the widespread introduction and use of computer keyboards.
The desk environment itself can create a number of problems if the ergonomics of any particular workstation are not great. 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 damage. Tests are on- going to look into the full scale of the impact of the contemporary 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 good generational management. This has spawned many new ideas and routines 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 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.
There are a number of ways in which your company can learn about managing different generations of employee. 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 a lot of resources available on the Internet that discuss the matter in greater detail, and draw together a range of unique ideas for tackling various scenarios.
If setting your own managers the task of learning about generations within the workplace does not seem suitable there are many business gurus that now include the idea of generational management into their practice. Using their services could be the most recommended method to address your own business situation.
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.
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 applied across numerous 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 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- employing the strengths, mitigating the weaknesses and encouraging accordingly – through informed and empathetic management.
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