Introduction

The extent of change that the world has experienced over the past 50 years is a staggeringly high amount, and the speed 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 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 from years gone by.

An interesting problem that modern businesses face is how to handle the different generations of people who make up their workforce. This problem has been around for a long time, but as the requirements of companies change and the skills required have evolved, the differences among workers have become more obvious.

This is partially 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 simply sitting on the board.

There is also a need for a more diverse range of skills in the modern business climate, triggered largely due to the quick development and wide reach of computer technology. Corporate processes, both internal and external, have been subject to significant changes which require a fresh way of thinking.

Problems

One of the most common problems that face a modern enterprise that is operating with a number of different generations in its workforce is related to technology. Computer systems are commonplace in our lives nowadays and they form a vital piece of the business 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 company.

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 diverse wants and aspirations to keep an entire workforce happy. In a warehouse environment it is crucial to use high quality industrial shelving off of a reputable supplier to keep the workforce secure.

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The Generations

The need to manage generations in the workplace 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”, employees are the oldest that would be found in a modern corporate 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 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 a global conflict, many of the older generation still harbour this opinion nowadays.

Since many of the senior generation will hold senior ranks within a business their views and opinions will generally carry more weight than those of younger generations. Their judgements will often be fundamental to the business and shape the future success or failure of the organisation. This difference between modern thinking and business influence requires direction.

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 globe. Baby Boomers will be aged between 45 and 65 approximately and probably form the vast majority of management jobs within a modern company.

This generation grew up without much of the oppression and discipline that was more normal amongst earlier generations. They are an aspirational collection of people that are very 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 whilst still maintaining a grip on modern developments in terms of technologies and business procedures. 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. These communication issues can become very disruptive in a corporate environment.

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 company.

Socially they grew up in extremely 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 young age. Many will have worked up through lower and higher education before working their way up within one or perhaps two companies.

Therefore, they are often very good at problem solving and achieving short- term objectives but may struggle to grasp how their contribution influences 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 learning and work. Generation X need close supervision to ensure their effective contribution to the organisation.

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 concepts and processes and find hyper- consumerism and aggressive promotion to be second nature.

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The Working Environment

Technology

Everyone is familiar with the gap between the elderly 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 might have very far reaching implications. Computers are critical to many aspects of business, from operating payroll, to perform core tasks and even providing a channel for marketing. As such, an employee who’s not familiar with the technologies being used by an organisation is likely to find difficulties in many parts of the business. This introduces the challenge of managing generations in the workplace.

The same principle may also be applied in reverse. The younger generations may be very comfortable with emerging technologies and practices, but may lack knowledge of the older systems that still perform many of the critical functions of the business.

Physical limitations

There are clear physical aspects 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 consequently they will be less suited to roles that involve physical exertions. There will be exceptions to this in lots of companies, however as a generalisation it is correct.

Fortunately, most of the older generations of employee will have advanced to senior levels of management within the organisation they work for, and these roles reward based upon knowledge and experience rather than physical ability. It is however important to make sure that adequate support is given to any worker who battles with the physical side of their job.

Modern ailments

Modern companies are faced with physical conditions that companies of the past would not have had to confront. Complaints such as RSI, or repetitive strain injury, have become much more frequent since the widespread launch and use of personal computer keyboards.

The desk setting 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 monitors can contribute to long- term eye impairment. Studies are on- going to look into 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 more 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 routines that are in one way or another aimed at improving the working relationship between the business and its workers, no matter how old they are.

If there are particular 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 carry out the job. This kind of specialisation requires good organisational control. It will also be necessary to pass the knowledge on from generation to generation when your workforce ages.

There are a number of ways in which your business can learn about managing different generations of employee. Seminars dedicated to the topic have become a more common event in recent times, and the amount of practical advice that can be obtained from these occasions can be of great benefit to an organisation.

There are also many resources available on the Internet that discuss the problem in more detail, and draw together a range of unique ideas for tackling various situations. Every company has different needs and a unique workforce so it may take time before you uncover the correct management method for your organisation.

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. Employing their services may be the most recommended method to address your corporate circumstances.

Conclusion

Different generations of employee can find it difficult to work collectively. They have grown up in distinct times and learnt about a world that has been continually changing. There are not simply concerns when it comes to the terminology used for communication, but issues of manners as well as 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 a multitude of 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 business must do what is best for its own good results.

Contemporary organisations have a diverse 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 route to success depends upon discovering a balance between the generations- employing the advantages, mitigating the weaknesses and motivating accordingly - through educated and empathetic management.

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