Business Management for Multiple Generations of Workers
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 many of these changes have come about is no less striking.
One part of life that has not escaped these broad changes is the business world. Modern businesses may operate within the same fundamental principles of profitability that have governed business since it began, but many of the characteristics of a successful company trading in the contemporary world would seem alien to businesses from years gone by.
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 requirements of companies change and the skills required have evolved, the differences among workers have become more pronounced.
This is partially due to the increasing life expectancy of people, 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 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 progressive business climate, triggered largely due to the swift development and wide reach of computer technology. Business processes, both internal and external, have undergone radical changes which require a fresh way of thinking. These new ways of thinking are most commonly found within the younger working generation.
Problems
One of the most common problems that face a modern business that is operating with a number of distinct generations in its workforce is related to technology. Computer systems are commonplace in our lives nowadays and they form a vital piece of the corporate puzzle. This computing ability can help businesses to run well, 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 being created all of the time and key business decision makers need to be aware of any that apply to their business. This can be said of sales and promotional channels that have come forth with the rise of the Web.
Outside of this, there can be communication problems between different generations of worker, psychological limitations of the older staff in an organisation and the need to satisfy a range of different wants and aspirations to keep an entire workforce satisfied.
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The Generations
The requirement to handle generations in the work environment may seem like an unnecessary task, but the differences between the generations of worker that are often 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 industry 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 beneath 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 positions within a company their views and beliefs will generally carry greater weight than those of younger generations. Their judgements will often be fundamental to the business and sculpt the future success or failure of the business. 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 down turn 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 roles within a modern business.
This generation grew up without a lot of the oppression and discipline that was more normal amongst previous generations. They are an aspirational collection of people that are highly family- oriented.
When it comes to the work environment, this group of workers will frequently be able to grasp the bigger picture whilst 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 observed that they are not comfortable when taking criticism(no matter how helpful) , 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 spread amongst the various tiers of management within a modern 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 made clear 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 maybe two businesses. They are expected to work long and hard hours and often both parties in a marriage or relationship will have professions.
As such, 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 because they feel they have paid their dues through a life of learning and work. Generation X need close management 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 climate where being an extravert is rarely 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 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 is made very apparent when it comes to technology.
In regards to the newer business, problems involving technology can have very far reaching consequences. Computers are critical to many aspects of business, from controlling payroll, to perform core tasks and even providing a route for marketing. 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.
A similar principle may 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 perform many of the critical functions of the organisation. Internal business procedures are rarely black and white so employees ideally need a range of technological abilities and knowledge.
Physical limitations
There are obvious physical aspects that may influence 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 as such 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 organisation they work for, and these jobs reward based upon understanding 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 businesses are faced with physical conditions that companies of the past would not have had to face. Complaints such as RSI, or repetitive strain injury, have become much more frequent since the widespread introduction 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 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 damage. Tests are on- going to look into the full scale of the impact of the modern place of work on the body.
The number of office accidents including office furniture rises steadily as more time is spent by employees at work.
Solutions
The management of generations in the workplace has obtained greater exposure over recent years and many more companies have been made aware of the benefit of good generational management. This has spawned many new ideas and practices that are in one way or another aimed at improving the working relationship between the business and its workers, 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 carry out the job. This kind of specialisation requires good organisational management. It will also be necessary to pass the knowledge on from generation to generation when your workforce grows old.
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 events can be of special benefit to an 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 unique ideas for tackling various situations.
If setting your own administrators the job of learning about generations within the workplace does not seem appropriate there are many business gurus that now incorporate the idea of generational management into their practice. Utilising their services could be the most prudent way to address your business situation.
Conclusion
Different generations of worker can find that it is hard to work together. They have grown up in different times and learnt about a world that has been continually changing. There are not simply concerns when it comes to the language used for communication, but matters of manners and etiquette.
Each generation is also motivated by different things, and have come from various 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 company does not micro- manage the different age groups working for it.
Contemporary organisations have a diverse range of skills requirements and these needs simply cannot be fulfilled by just one of the generations discussed in this article. As is so frequently the case, the route to success depends upon finding a balance between the generations- utilising the advantages, mitigating the weaknesses and encouraging accordingly - through informed and empathetic management.
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