Introduction
The degree of change that the world has seasoned 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. These changes have touched almost every aspect of our existence beyond our basic physical needs and have had a profound impact on how we live our everyday lives.
One part of life which has not escaped these broad changes is the business world. Modern companies may operate within the same underlying principles of profitability that have governed commerce since it started, but many of the characteristics of a successful organisation trading in the modern world would seem alien to businesses of the past.
An interesting issue that modern companies face is how to manage the different generations of individuals who make up their workforce.
This is partly due to the increasing life expectancy of humans, particularly in first world countries, which in turn prompts an ever increasing retirement age. As people work to a later point in their lives, they may remain 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 climate, triggered largely due to the quick development and extensive reach of computer technology. Business processes, both internal and external, have been subject to radical changes which require a fresh way of thinking.
Problems
One of the most common challenges that face a modern enterprise 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 nowadays and they form a pivotal piece of the corporate puzzle.
There are also generational issues when it comes to outward business aspects such as the law. New laws and corporate best practices are emerging 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 employee, physical limitations of the older personnel in an organisation and the need to fulfil a range of diverse wants and aspirations to keep an entire workforce content. In a warehouse setting it is critical to use good industrial shelving by an assured manufacturer to keep the workforce secure.
The best distribution businesses in the country employ industrial shelving for storage plus organisational uses.
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 commonly found in business are worthwhile taking note of. The generations of employee that may be found in a modern business can be split into the following four groups:
Traditionals
Mature, 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 individual sacrifices for the greater good, and whilst this belief was nurtured beneath 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 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 sculpt the future success or failure of the organisation. This disparity between modern thinking and business control requires direction.
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 roughly speaking and are likely to form the vast majority of management jobs within a modern company.
This generation grew up without a lot of the oppression and discipline that was more normal amongst earlier generations. They are an aspirational group of people that are highly family- oriented. They would be the parents of the traditional “nuclear family”.
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 developments 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 at ease when taking criticism(no matter how helpful) , and they are not good at providing feedback to other employees. These communication issues can become very disruptive in a business setting.
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 levels of management within a contemporary 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 businesses. They are expected to work long and challenging hours and often both parties in a marriage or relationship will have careers.
Therefore, 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 financial benefits rather than a sense of duty because they feel they have paid their dues through a life of learning and work. Generation X need close supervision 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 seldom frowned upon. They are most open to radical ideas and processes and find hyper- consumerism and relatively competitive marketing to be second nature.
A modern business needs to consider things beyond a company capacity, like interior refurbishments to maintain contemporary property that reflect their corporate image.
The Working Environment
Technology
Everyone is familiar with the gap between the older 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, problems 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 route 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 parts of the business.
The same principle may 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 business. Internal business practices are rarely black and white so employees ideally need a range of technological skills and knowledge.
Physical limitations
There are obvious 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 organisation they work for, and these jobs reward based upon knowledge and experience rather than physical capability. It is however important to make sure that adequate support is given to any employee who battles with the physical aspect of their role.
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 launch and use of computer keyboards.
The desk environment itself can 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. Studies are on- going to look into the full scale of the impact of the modern workplace on the human body.
There are a number of studies regarding desk chairs which find seats important in terms of worker health and happiness.
Solutions
The management of generations in the workplace has obtained greater exposure over recent years and many more companies have been made aware of the benefit of effective generational management. This has spawned a number of new ideas and routines that are in one way or another aimed at developing the working rapport between the business and its workforce, no matter how old they are.
If there are particular jobs 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 task. This kind of specialisation requires good organisational management.
There are a number of ways in which your business 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 events can be of great benefit to an organisation.
There are also a lot of resources available on the web that discuss the problem in more detail, and draw together a range of different ideas for tackling various situations. Every business has different needs and a unique workforce so it may take time before you uncover the correct management approach for your organisation.
If setting your own administrators the job of learning about generations within the office does not seem suitable 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 together. They have grown up in different times and learnt about a world that has been continually changing.
Each generation is also motivated by different things, and have come from different social upbringings. It will rarely be the case that one solution can be used across a multitude of generations but it is also important to make sure that your business does not micro- manage different age groups working for it. The company must do what is optimum for its own success.
Modern businesses have a diverse range of skills requirements and these needs simply cannot be fulfilled by just one of the generations discussed on this page. As is so frequently the case, the path to success depends upon discovering a balance between the generations- employing the strengths, mitigating the weaknesses and encouraging accordingly – through educated and empathetic management.