Managing Generations in the Workforce
Introduction
The extent of change that the world 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 impressive.
One area of life that has not escaped these broad changes is the business domain. Modern businesses may operate within the same underlying principles of profitability that have governed business since it started, but many of the traits of a successful organisation trading in the contemporary world would seem alien to businesses from years gone by.
An interesting problem that modern companies face is how to handle 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 nations, 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 sometimes as hands- on workers rather than simply sitting at the board.
There is also a demand 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. Business processes, both internal and external, have been subject to radical changes which require a new way of thinking.
Problems
One of the most common problems that face a modern enterprise that is operating with a number of distinct generations in its workforce is related to technology. Computers are commonplace in each of our lives nowadays and they form a vital 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 must be aware of any that apply to their business.
Beyond 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 needs and aspirations to keep an entire workforce content. In a warehouse environment it is crucial to use high quality industrial shelving off of a quality maker to keep the workforce safe.
It is commonplace for the younger age bracket to perform alongside industrial shelving items since they are suitable for physical labour.
The Generations
The need to manage 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 worth taking note of.
Traditionals
Mature, or “traditional”, employees 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 personal 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 senior generation will hold senior positions within a business their views and beliefs will generally carry more weight than those of younger generations. Their decisions will often be fundamental to the business and shape the future success or failure of the organisation. This disparity 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, 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 business.
This generation grew up without much of the oppression and discipline that was more normal amongst previous generations. They are an aspirational collection of people that are highly family- oriented. They would be the mother and father of the traditional “nuclear family”.
When it comes to the workplace, this group of workers will often be able to grasp the bigger picture while still maintaining a grasp on modern developments in terms of technologies and business processes. Their family- oriented character tends to see them working well in teams, although it is often noted that they are not comfortable when taking criticism(no matter how helpful) , and they are not good at giving 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 business.
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 early age. Many will have progressed through lower and higher education before working their way up within one or maybe two companies. They are expected to work long and hard hours and often both parties in a marriage or relationship will have careers.
Therefore, they are often very good at problem solving and achieving short- term objectives but can 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 efficient contribution to the organisation.
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 concepts and procedures and find hyper- consumerism and relatively competitive marketing to be second nature.
There is no limit to the number of storage tasks storage bins could do in an office setting.
The Working Environment
Technology
We are all familiar with the gap between the elderly generations and contemporary technical 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 consequences. Computers are critical to many aspects of business, from controlling payroll, to perform core tasks and even providing a channel for promotion. 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.
A similar principle may also be applied in the opposite direction. The younger generations may be very comfortable with new technologies and routines, but may lack knowledge of the older systems that still carry out many of the important functions of the organisation. Internal business procedures are rarely black and white so workers ideally need a range of technological skills and understanding.
Physical limitations
There are obvious physical aspects that may influence how a successful company manages its workers 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 capability. It is nevertheless important to make sure that proper support is given to any worker who struggles with the physical side of their role.
Modern ailments
Modern companies are faced with physical conditions that businesses of the past would not have had to confront. Complaints like RSI, or repetitive strain injury, have become more common 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 specific workstation are not great. Back problems and joint problems can develop after long intervals of sitting incorrectly, and long durations 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 modern workplace on the human body.
There are several studies concerning desk chairs that find seats influential in terms of worker health and happiness.
Solutions
The control of generations in the workplace has obtained more 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 practices that are in one way or another aimed at improving the working rapport between the business and its workers, 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 get members of that generation to carry out the task. This kind of specialisation demands good organisational control.
There are a number of ways in which your business can learn about managing different generations of staff. 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 matter in greater detail, and draw together a range of different ideas for tackling various scenarios. Every company has different needs and a unique workforce so it may take time before you find the correct management approach for your company.
If setting your own administrators the job of learning about generations within the office does not seem suitable there are many business gurus that now incorporate 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 distinct times and learnt about a planet that has been continually changing.
Each generation is also stimulated by different things, and have come from various social upbringings. It will rarely be true that one solution can be applied across numerous generations but it is also important to make sure that your business does not micro- manage the different age groups working for it. The business must do what is optimum for its own good results.
Contemporary 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 finding a balance between the generations- employing the strengths, mitigating the weaknesses and encouraging accordingly – through educated and empathetic direction.
