Business Management for Multiple Generations of Workers
Introduction
The extent of change that the planet has seasoned over the past 50 years is a staggeringly high amount, and the pace at which many of these changes have come about is no less striking. These shifts have affected almost every aspect of our existence beyond our fundamental physical needs and have had a profound impact on how we live our day to day lives.
One area of life that has not escaped these vast 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 characteristics of a successful organisation trading in the modern arena would seem alien to businesses from years gone by.
An interesting issue that modern businesses face is how to handle the different generations of people who make up their workforce. This challenge has been about for a long time, but as the requirements of organisations change and the skills necessary have evolved, the differences among workers have become more obvious.
This is partially due to the increasing life expectancy of humans, particularly in first world nations, 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 organisation into their late 60’s or early 70’s, and sometimes as hands- on workers rather than merely sitting at the board.
There is also a demand for a more diverse set of skills in the modern business climate, triggered largely due to the swift development and extensive reach of computer technology. Business processes, both internal and external, have been subject to radical changes which require a new way of thinking. These modern ways of thinking are most commonly found within the younger working age group.
Problems
One of the most common challenges 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 our lives nowadays and they form a pivotal piece of the corporate puzzle.
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 important business decision makers must be aware of any that apply to their company. This can be said of sales as well as promotional channels that have emerged with the rise of the Web.
Beyond this, there can be problems with communication between different generations of worker, physical 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.
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The Generations
The requirement to manage generations in the workplace may seem like an unnecessary task, but the differences 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’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 business and life in general is one of organisation and obedience. They were expected to make individual sacrifices for the greater good, and while this belief was nurtured under the shadow of a global 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 beliefs 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.
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 globe. Baby Boomers will be aged between 45 and 65 approximately and are likely to form the vast majority of management jobs 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 group of people that are very family- oriented.
When it comes to the workplace, this group of workers will frequently be able to grasp the bigger picture whilst still maintaining a grasp on modern advances in terms of technologies and business processes. 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 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 currently aged between 30 and 45 and will be spread amongst the various tiers of management within a contemporary company.
Socially they grew up in very 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 progressed through lower and higher education prior to working their way up within one or perhaps two businesses.
Therefore, they are often very good at problem solving and meeting 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 study and work. Generation X need close management to ensure their efficient 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 rarely frowned upon. They are most open to radical concepts and procedures and find hyper- consumerism and aggressive marketing to be second nature.
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The Working Environment
Technology
Everyone is familiar with the gap between the older generations and modern technological equipment. Whether it is a parent struggling 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 becomes very apparent when it comes to technology.
In regards to the newer organisation, issues involving technology can have very far reaching implications. Computers are critical to many aspects of business, from controlling payroll, to perform core tasks and even providing a channel for marketing. As such, an employee who is not familiar with the technologies being used by an organisation is likely to find problems in many areas of the business.
A similar principle can also be applied in reverse. The younger generations may be very comfortable with emerging technologies and practices, but may lack knowledge of the other systems that still perform many of the critical functions of the business. Internal business practices are rarely black and white so workers ideally need a range of technological abilities and knowledge.
Physical limitations
There are clear physical factors that may affect how a successful company manages its workforce in regard to age. Older generations will by and large by physically inferior to their younger counterparts, and consequently they will be less suited to roles that require physical exertions.
Luckily, most of the older generations of worker will have advanced to senior levels of management within the business they work for, and these jobs reward based upon understanding and experience rather than physical capability. It is nevertheless important to make sure that proper support is given to any employee who struggles with the physical aspect of their role.
Modern ailments
Modern businesses are faced with physical problems 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 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 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 place of work on the body.
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Solutions
The control of generations in the workplace has received more exposure over recent years and many more businesses have been made aware of the benefit of effective generational management. This has spawned several new ideas and routines 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 particular roles 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 job. This kind of specialisation requires good organisational control.
There are a number of ways in which your company can learn about managing several generations of staff. Seminars dedicated to the subject 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 your organisation.
There are also many resources available on the web that discuss the matter in greater detail, and draw together a range of different ideas for tackling various situations.
If setting your own managers the job of learning about generations within the workplace does not seem appropriate there are many business gurus that now include 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 world 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 things, and have come from various social upbringings. It will rarely be the case 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.
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 often the case, the path to success depends upon finding a balance between the generations- utilising the strengths, mitigating the weaknesses and encouraging accordingly - through informed and empathetic management.