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Introduction

The extent of change that the world has seasoned 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 area of life which has not escaped these vast changes is the business world. Modern companies may operate within the same underlying principles of profitability that have governed commerce since it began, but many of the characteristics of a successful company trading in the contemporary arena would seem alien to businesses of the past.

An interesting issue that modern businesses face is how to handle the different generations of people who make up their workforce.

This is partly 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 remain with the same company into their late 60’s or early 70’s, and often 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 surroundings, triggered largely due to the quick development and extensive reach of computer technology. Business processes, both internal and external, have undergone radical changes which require a fresh way of thinking. These modern ways of thinking are most commonly found within the younger working generation.

Problems

One of the most common challenges that face a modern business that is operating with a number of different 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 business puzzle.

There are also generational problems when it comes to outward business factors such as the law. New laws and business best practices are emerging all of the time and key 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 staff in an organisation and the need to satisfy a range of diverse needs and aspirations to keep an entire workforce happy.

Many businesses find that they have a need of racking solutions over numerous departments of their business.

The Generations

The need to handle generations in the workplace 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. The generations of worker that may be found in a modern business can be split into the following four groups:

Traditionals

Mature, or “traditional”, workers are the oldest that would be found in a modern business 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 business 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 ranks within a company their views and opinions will generally carry more 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 globe. Baby Boomers will be aged between 45 and 65 roughly speaking and are likely to form the vast majority of management jobs within a contemporary company.

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 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 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 at ease when taking criticism(no matter how helpful) , and they are not good at providing 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 modern company.

Socially they grew up in extremely 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 perhaps two companies.

As such, they are often very good at problem solving and achieving short- term objectives but may struggle to grasp how their contribution affects 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 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 ideas and procedures and find hyper- consumerism and relatively competitive promotion to be second nature.

As a younger worker at a previous business I saw interior refurbishment first-hand and thought it interesting and distracting at the same time.

The Working Environment

Technology

Everyone is familiar with the gap between the older generations and contemporary technical equipment. Whether it is a parent struggling to operate a new mobile phone, or a grandparent being genuinely 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 modern organisation, problems involving technology might 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 marketing. As such, an employee who’s not familiar with the technologies being used by a company is likely to find difficulties in many parts of the business.

A similar principle can 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 critical functions of the organisation.

Physical limitations

There are clear physical aspects 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. There will be exceptions to this in lots of companies, however as a generalisation it is correct.

Fortunately, 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 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 role.

Modern ailments

Modern businesses are faced with physical problems that companies of the past would not have had to face. Complaints such as RSI, or repetitive strain injury, have become 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 intervals of sitting incorrectly, and long durations of exposure to computer screens can contribute to long- term eye damage. Tests are on- going to look into the full scale of the impact of the contemporary place of work on the human body.

Younger generations of workers are becoming accustomed to stylish office furniture inside modern firms whereas older generations seem less bothered.

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 practices that are in one way or another aimed at improving the working rapport between the business and its workforce, 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 use members of that generation to carry out the job. This kind of specialisation demands good organisational management. It will also be necessary to pass the knowledge on from generation to generation as your workforce grows old.

There are a number of ways in which your company 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 helpful information that can be obtained from these occasions can be of special benefit to an organisation.

There are also a lot of resources available on the web that discuss the matter in greater detail, and draw together a range of unique ideas for tackling various scenarios. Every company has individual needs and a unique workforce so it may take time before you find the correct management approach for your organisation.

If setting your own managers the job of learning about generations within the workplace does not seem suitable there are many business consultants that now include the idea of generational management into their practice. Using their services may be the most recommended way to address your business circumstances.

Conclusion

Different generations of employee can find it difficult to work collectively. They have grown up in distinct times and learnt about a world that has been constantly changing. There are not simply issues 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 various social upbringings. It will rarely be true that one solution can be applied 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.

Modern organisations have a diverse range of skills requirements and these needs simply cannot be satisfied 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- employing the advantages, mitigating the weaknesses and encouraging accordingly - through informed and empathetic management.

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