Managing Generations in the Workforce
Introduction
The degree of change that the planet 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 fundamental principles of profitability that have governed business since it began, but many of the traits of a successful organisation trading in the modern world would seem alien to businesses of the past.
An interesting problem that modern businesses face is how to handle the different generations of people who make up their workforce.
This is partly due to the ever increasing life expectancy of humans, 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 organisation into their late 60′s or early 70′s, and sometimes as hands- on workers rather than simply sitting at the board.
There is also a need 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 problems 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 these days and they form a vital piece of the corporate puzzle. This computing power can help businesses to run more efficiently, but they are only as able as the people who operate them.
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 critical business decision makers must be aware of any that apply to their company.
Outside of this, there can be communication problems between different generations of employee, psychological limitations of the older personnel in an organisation and the need to satisfy a range of diverse needs and aspirations to keep an entire workforce happy. In a warehouse setting it is crucial to make use of high quality industrial shelving from an assured maker to keep the workforce secure.
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The Generations
The requirement to manage generations in the workplace may seem like an unneeded task, but the distinctions between the generations of worker that are often found in business are worthwhile taking note of.
Traditionals
Senior, 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 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 nowadays.
Since many of the mature generation will hold senior positions 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.
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 decline 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 roles within a contemporary 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.
When it comes to the workplace, 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 workers.
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 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 early age. Many will have worked up through lower and higher education prior to working their way up within one or maybe two companies. They are expected to work long and challenging hours and frequently both parties in a marriage or relationship will have professions.
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 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 supervision to ensure their effective 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 environment where being an extravert is rarely frowned upon. They are most open to radical concepts and procedures and find hyper- consumerism and relatively competitive promotion to be second nature.
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The Working Environment
Technology
Everyone is familiar with the gap between the older generations and contemporary technical equipment. Whether it is a parent only just coping to operate a new mobile phone, or a grandparent being truly 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, issues involving technology might have very far reaching consequences. Computers are vital 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 corporation.
A similar principle can also be applied in the opposite direction. The younger generations might be very comfortable with emerging technologies and routines, but may lack knowledge of the other systems that still carry out many of the critical functions of the organisation.
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 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’s correct.
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. It is nevertheless important to make sure that adequate support is given to any employee who struggles with the physical side of their job.
Modern ailments
Modern companies are faced with physical conditions that businesses of the past would not have had to face. Complaints like RSI, or repetitive strain injury, have become much more frequent since the widespread introduction and use of personal computer keyboards.
The desk environment itself can create a number of problems if the ergonomics of any specific workstation are not good. Back problems and joint problems can develop after long periods of sitting incorrectly, and long durations of exposure to computer screens 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.
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Solutions
The control of generations in the workplace has obtained greater exposure over recent years and many additional businesses have been made aware of the benefit of good generational management. This has spawned a number of new ideas and practices that are in one way or another aimed at developing the working rapport between the business and its workers, no matter how old they may be.
If there are specific roles within your business that are best suited to a particular generation then it is often beneficial to only use members of that generation to perform the job. This kind of specialisation requires good organisational management.
There are a number of ways in which your company can learn about managing several generations of staff. Seminars dedicated to the topic have become a more common event in recent times, and the amount of useful information that can be obtained from these events can be of great benefit to an organisation.
There are also many 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 company has individual needs and a unique workforce so it may take time before you uncover the correct management approach for your organisation.
If setting your own managers the task of learning about generations within the office does not seem suitable there are many business consultants that now incorporate 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 concerns when it comes to the terminology used for communication, but issues of manners and etiquette.
Each generation is also motivated by different things, and have come from various social upbringings. It will rarely be the case 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 different age groups working for it.
Contemporary businesses have a varied 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- utilising the strengths, mitigating the weaknesses and encouraging accordingly – through informed and empathetic direction.
