Business Management for Multiple Generations of Employees
Introduction
The extent of change that the world has experienced 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.
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 traits of a successful company trading in the modern world would seem foreign to businesses of the past.
An interesting issue that modern businesses face is how to handle the different generations of individuals who make up their workforce. This challenge has been around for a long time, but as the needs of companies change and the skills necessary have evolved, the differences among workers have become more pronounced.
This is partially due to the ever increasing life expectancy of people, 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 stay with the same company into their late 60’s or early 70’s, and often as hands- on workers rather than merely sitting on the board.
There is also a demand for a more diverse range of skills in the modern business surroundings, 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 new way of thinking. These new ways of thinking are most commonly found within the younger working generation.
Problems
One of the most typical problems that face a modern business 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. This computing power can help businesses to run more efficiently, but they are only as capable as the individuals who work them.
There are also generational issues when it comes to outward business factors such as the law. New laws and business best practices are emerging all of the time and critical 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 worker, physical limitations of the older personnel in an organisation and the need to fulfil a range of different wants and aspirations to keep an entire workforce happy. In a warehouse setting it is vital to use premium industrial shelving from a quality manufacturer to keep the workforce secure.
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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 often found in business are worthwhile 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 under 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 positions within a business their views and beliefs will generally carry greater weight than those of younger generations. Their decisions will often be fundamental to the business and sculpt 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, 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 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 group of people that are very family- oriented.
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 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 comfortable when taking criticism(no matter how constructive) , and they are not good at giving feedback to other employees.
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 distributed amongst the various levels of management within a contemporary company.
Socially they grew up in extremely demanding 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 perhaps two businesses. They are expected to work long and hard hours and frequently both parties in a marriage or relationship will have jobs.
As such, they are often very good at problem solving and achieving short- term objectives but can struggle to grasp how their contribution affects 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 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 procedures and find hyper- consumerism and aggressive marketing to be second nature.
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The Working Environment
Technology
We are all familiar with the gap between the elderly generations and modern 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 newer organisation, issues involving technology can 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 an organisation is likely to find problems in many parts of the corporation. This presents the challenge of managing generations within the workplace.
The same principle may also be applied in the opposite direction. The younger generations might be very comfortable with emerging technologies and practices, but may lack knowledge of the other systems that still perform many of the important functions of the organisation. 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 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 involve physical exertions. There will be exceptions to this in many companies, however as a generalisation it’s correct.
Fortunately, 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 understanding and experience rather than physical capability.
Modern ailments
Modern businesses are faced with physical problems that businesses of the past would not have had to confront. Complaints like RSI, or repetitive strain injury, have become more frequent since the widespread introduction and use of computer keyboards.
The desk environment itself can create a number of problems if the ergonomics of any particular workstation are not great. Back problems and joint problems can develop after long periods of sitting incorrectly, and long durations of exposure to computer monitors can contribute to long- term eye impairment. Tests are on- going to investigate the full scale of the impact of the modern workplace on the human body.
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Solutions
The management 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 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 may be.
If there are particular roles within your business that are most appropriate for 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 business 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 useful information that can be obtained from these events can be of great benefit to your organisation.
There are also a lot of resources available on the web that discuss the problem in greater detail, and draw together a range of different ideas for tackling various situations.
If setting your own administrators the task of learning about generations within the workplace does not seem appropriate there are many business consultants that now incorporate the idea of generational management into their practice. Employing their services could be the most recommended way to address your business circumstances.
Conclusion
Different generations of employee can find that it is hard to work together. 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 terminology used for communication, but issues of manners as well as etiquette.
Each generation is also motivated by different factors, and have come from different social upbringings. It will rarely be true that one solution can be used across numerous generations but it is also crucial that you 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 success.
Contemporary organisations 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 motivating accordingly – through educated and empathetic direction.