Ways to Grow Taller

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 part of life that has not escaped these broad changes is the business domain. Modern companies may operate within the same fundamental principles of profitability that have governed commerce since it started, but many of the traits of a successful organisation trading in the modern arena would seem alien to businesses from years gone by.

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

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. Since 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 on the board.

There is also a need for a more diverse set of skills in the modern business climate, triggered largely due to the quick development and wide reach of computer technology. Corporate processes, both internal and external, have been subject to significant changes which require a fresh way of thinking.

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. Computers are commonplace in each of our lives these days and they form a vital piece of the business puzzle. This computing ability can help businesses to run well, but they are only as capable as the people who operate them.

There are also generational issues when it comes to outward business factors such as the law. New laws and corporate best practices are being created all of the time and critical business decision makers need to be aware of any that apply to their company.

Beyond this, there can be problems with communication between different generations of worker, psychological limitations of the older personnel in an organisation and the need to fulfil a range of diverse needs and aspirations to keep an entire workforce happy.

Many businesses find that they have a need for racking products over many sections of their business.

The Generations

The requirement to manage 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 worth taking note of. The generations of worker that may be found in a modern business can be split into the following four groups:

Traditionals

Senior, or “traditional”, workers are the oldest that would be found in a modern business 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 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 positions within a company their views and beliefs will generally carry more weight than those of younger generations. Their judgements 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, when there was a general down turn in the birth rate around the world. 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 a lot of the oppression and discipline that was commonplace amongst earlier generations. They are an aspirational collection of people that are very family- oriented. They would be the parents of the classic “nuclear family”.

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 at ease when taking criticism(no matter how helpful) , and they are not good at providing feedback to other workers.

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 modern business.

Socially they grew up in very 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 young 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 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 management to ensure their efficient 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 rarely frowned upon. They are most open to radical ideas and processes and find hyper- consumerism and aggressive promotion to be second nature.

One of the largest change management challenges facing contemporary organisations can be office refurbishments since large numbers of personal computers need to be moved.

The Working Environment

Technology

We are all familiar with the gap between the older generations and modern 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 is made very apparent when it comes to technology.

In regards to the modern organisation, 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 promotion. As such, an employee who is not familiar with the technologies being used by an organisation is likely to find difficulties in many parts of the business. This presents the challenge of managing generations within the workplace.

The same principle may also be applied in reverse. The younger generations may be very comfortable with new technologies and practices, but may lack knowledge of the other systems that still carry out many of the critical functions of the business. Internal business procedures are rarely black and white so employees ideally need a range of technological skills and understanding.

Physical limitations

There are clear physical aspects that may affect 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 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 capability. It is however important to make sure that adequate support is given to any worker who battles 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 face. Complaints like RSI, or repetitive strain injury, have become much more frequent since the widespread introduction and use of personal computer keyboards.

The desk setting itself can create a number of problems if the ergonomics of any specific workstation are not good. Back problems and joint problems can develop after long periods of sitting incorrectly, and long periods of exposure to computer monitors can contribute to long- term eye impairment. Studies are on- going to investigate the full scale of the impact of the contemporary workplace on the human body.

Far too frequently, office workers think desk chairs hardly affect their health in a negative way which is not always true.

Solutions

The control of generations in the workplace has received more exposure over recent years and many more companies have been made aware of the benefit of good generational management. This has spawned a number of new ideas and practices that are in one way or another aimed at developing the working rapport between the business and its workforce, no matter how old they are.

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 task. This kind of specialisation demands good organisational control. It will also be necessary to pass the knowledge on from generation to generation when your workforce ages.

There are a number of ways in which your business can learn about managing several generations of staff. Seminars dedicated to the topic have become a more common event in recent times, and the amount of helpful information that can be obtained from these events 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.

If setting your own administrators the job of learning about generations within the workplace does not seem suitable there are many business gurus that now include the idea of generational management into their practice. Utilising their services could be the most prudent method to address your corporate situation.

Conclusion

Different generations of worker can find it difficult to work together. They have grown up in different times and learnt about a planet that has been continually changing. There are not simply issues 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 the case that one solution can be used across a multitude of generations but it is also important to make sure that your company does not micro- manage the different age groups working for it. The company must do what is best for its own success.

Modern 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- employing the advantages, mitigating the weaknesses and motivating accordingly - through informed and empathetic direction.