Business Management for Multiple Generations of Workers
Introduction
The degree of change that the planet 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 striking. These changes have touched almost 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 broad changes is the business domain. Modern companies may operate within the same underlying principles of profitability that have governed commerce since it started, but many of the traits of a successful organisation trading in the modern 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 individuals who make up their staff.
This is partly due to the ever increasing life expectancy of people, 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 stay with the same company into their late 60’s or early 70’s, and sometimes as hands- on workers rather than merely sitting on the board.
There is also a need for a more diverse range of skills in the progressive business climate, triggered largely due to the swift development and extensive reach of computer technology. Corporate processes, both internal and external, have been subject to radical changes which require a fresh way of thinking.
Problems
One of the most typical challenges that face a modern business that is operating with a number of different generations in its workforce is related to technology. Computers are commonplace in our lives nowadays and they form a pivotal piece of the corporate puzzle.
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. This can be said of sales and promotional channels that have come forth with the rise of the Web.
Outside of this, there can be problems with communication between different generations of employee, psychological limitations of the older staff in an organisation and the need to fulfil a range of different needs and aspirations to keep an entire workforce content. In a warehouse environment it is vital to use high quality industrial shelving by a reputable supplier to keep the workforce safe.
Whilst aesthetics are always a desired attribute, pallet racking that’s sturdy plus dependable should be the first choice for businesses.
The Generations
The requirement 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. The generations of employee that may be found in today’s business can be separated into the following four groups:
Traditionals
Senior, or “traditional”, workers are the oldest that would be found in a modern corporate 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 beneath the shadow of an international 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 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 business. This disparity between modern thinking and business influence requires management.
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 decline 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 commonplace amongst earlier generations. They are an aspirational collection of people that are highly family- oriented. They would be the parents of the classic “nuclear family”.
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 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 giving feedback to other employees. 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 spread amongst the various levels of management within a modern business.
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 young age. Many will have progressed through lower and higher education prior to working their way up within one or perhaps two companies. They are expected to work long and hard hours and often both parties in a marriage or relationship will have jobs.
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 financial 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 management to ensure their effective 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 environment where being an extravert is seldom frowned upon. They are most open to radical concepts and processes and find hyper- consumerism and aggressive promotion to be second nature.
One of the largest change management challenges for modern businesses are office refurbishments since many computer systems need to be moved.
The Working Environment
Technology
Everyone is familiar with the gap between the older generations and contemporary technological equipment. Whether it is a parent only just coping to operate a new mobile phone, or a grandparent being truly 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, problems involving technology might have very far reaching consequences. Computers are vital to many aspects of business, from controlling payroll, to perform core tasks and even providing a route for promotion. As such, an employee who is not familiar with the systems being used by a company is likely to find difficulties in many areas of the business.
The same principle may also be applied in reverse. The younger generations might be very comfortable with new technologies and routines, but may lack knowledge of the other systems that still perform many of the important functions of the business.
Physical limitations
There are obvious physical factors that may influence how a successful company manages its workforce in regard to age. Elderly generations will by and large by physically inferior to their younger counterparts, and as such they will be less suited to roles that require physical exertions.
Luckily, most of the older generations of employee 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.
Modern ailments
Modern businesses are faced with physical problems that businesses of the past would not have had to face. Complaints such as RSI, or repetitive strain injury, have become much 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 good. Back problems and joint problems can develop after long periods of sitting incorrectly, and long periods of exposure to computer screens can contribute to long- term eye damage. Studies are on- going to investigate the full scale of the impact of the contemporary workplace on the human body.
Far too frequently, business employees think desk chairs barely impact their health in a negative way which is not always true.
Solutions
The control of generations in the workplace has obtained more exposure over recent years and many additional businesses have been made aware of the benefit of good generational management. This has spawned many new ideas and practices that are in one way or another aimed at improving the working rapport between the business and its workforce, no matter how old they are.
If there are specific 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 perform the task. This kind of specialisation requires good organisational management. It will also be necessary to pass the knowledge on from generation to generation as your workforce grows old.
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 helpful information that can be obtained from these occasions can be of great benefit to an organisation.
There are also many resources available on the web that discuss the problem in greater detail, and draw together a range of different 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 consultants that now include the idea of generational management into their practice. Using their services could be the most prudent way to address your own business circumstances.
Conclusion
Different generations of worker can find it difficult to work collectively. They have grown up in different times and learnt about a planet that has been constantly changing. There are not simply concerns when it comes to the language used for communication, but matters of manners as well as etiquette.
Each generation is also stimulated by different factors, and have come from different social upbringings. It will rarely be the case that one solution can be applied across a multitude of generations but it is also crucial that you 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.
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 path to success depends upon finding a balance between the generations- employing the advantages, mitigating the weaknesses and encouraging accordingly – through educated and empathetic management.
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