Different Generations Composing the Workforce Today
A unique and extraordinary change is happening in our workplaces today. There are currently five generations with only four in workplaces of many organizations across the world. The generation includes the Silent generation, baby boomers, Generation X, Millennial and Nexters. Companies must therefore ensure that generations work together to create a favorable working environment that upholds productivity. As far as generations of employees in the workplace are concerned, the evolving demographics in the workplace may be surprising. When the world appears more divided than ever, uniting all generations with the workplace globally can create an advantage for business thriving (Woods, 2016). Research indicates that employees are more divided than ever, but a workplace has five generations of colleagues all working together with incredible levels of focus and collaboration. In today’s contemporized business landscape, the success of any given enterprise relies on teamwork and thus, the management must ensure that the generations interact and collaborate in sharing their unique insights and expertise.
The silent generation includes individuals born between 1900 and 1945. Currently, it makes up only about 3% of the global workforce and is identified as the most important generation in the workplace based on its loyalty and commitment towards the success of a company Baby Boomers is the second generation which comprises of individuals born amid 1946 and 1964. The generation is known to compromise of workaholics since they are driven by the need to achieve career and material success. The third generation is Generation X comprising of persons born from 1965 up to 1980. The generation is fueled by the need for security. The Millennial is the fourth workplace generation which incorporates persons born from 1981 up to 2000. People from this generation have been brought up in an internet driven society. The generation currently is the most established and prevalent in the workplace, it comprises 20% of the global workforce (Woods 95). It is undisputed that Millennial are on the process to make up to 50% of the workforce by 2020 worldwide (Clark, 2017). The Nexteer’s or Z generation is individuals born was born after 2000 and made up 3% of the global workforce. However, generation Z makes up more than 25% of the global population compared to any other generation (Woods, 2016). It is speculated that by 2020 they will be out of school, thus they will be making up more than 20% of the worldwide workforce slightly behind the millennial generation.
In total, it is clear that the two youngest generations in the global workforce compose close to 70% of the worldwide employees in the next four years (Clark, 2017). In that sense, the older three generations in the global workforce will still remain in the workplace. In order to achieve a successful work environment, it is essential for all workforce generations to work together and understand each other well (Clark, 2017). Perhaps, this can also become a rare opportunity when it comes to building a dynamic workforce that is multi-generational. Findings show that many compliance and ethics officers believe that they can undoubtedly identify the critical differences between generations. But what is most complicated is the mixing and blending of generational beliefs and attitudes. Based on the age of some employees, they may be grouped as the Silent Generation and that is because they make use of information technology in ways parallel to millennial generation. In addition, some Nexteer’s have similar worldviews and work habits to Baby Boomers (Clark, 2017).
The phenomenon of blending the habits and traits, in fact, underscores the significance of identifying employment opportunities and positive engagement among generations. Similarities in behavior and traits in a workforce interplays between the generations in order to produce a thriving and dynamic culture. It is significant for compliance and prudent ethic officers to pay attention to points of tension and that can create risk workforces and employment opportunities (Clark, 2017). Ultimately, understanding the uniqueness of each generation composing today’s workforce is the most significant step to ensuring our organizations are offering the best and thriving employment opportunities in a multi-generational workplace.
In conclusion, it is my belief that all generations in the workforce can work together to bring success for organizations. Pulling apart cannot help to create employment opportunities and a good workplace environment. Failure of the generations to work together creates a scenario where business operations in an organization move in separate directions. In the global workplace environment, a business must run efficiently without the friction of workforce generations in order to compete. Without a doubt, the procedures which were used in the oldest generations will survive in today’s market. Similarly, this implicates that the employment opportunities which were available at the birth of Baby Boomers and Traditionalists Generations are less thriving in today’s global workplace. For that reason, Organizations are laying employees off and eventually shutting down businesses.
The only safe way for organizations to survive is to have a workforce that is fully dedicated and has the ability to scrutinize the future by thinking outside the box. All workforce generations should learn from each other and all employees globally are supposed to have an open mind that is receptive to change. This supports the organizations to have a successful performance hence creating more employment opportunities globally. Any person who is familiar with our generation knows that it is extremely different from our parent’s generation. This factor creates a gap between one generation and another generation and this has been acknowledged by organizations’ managers across the world (Clark, 2017). At last, each generation has different career expectations as well as employment opportunities.
The Implications for Employees
Employers have to make some implications in order to create enforcements in their companies. These implications can be based either on technology, changing workforce or workspace environment. In terms of technology, every employer has the right to know which ways their employees make use of the company’s computers (Kuhn, 2017). This is through monitoring the emails they sent, posts shared and also internet searches. With proper use of the technology, a company can grow its boundaries and even create links for the company’s benefit. With advanced technology, communication within the company is made easier and this creates efficiency. Moreover, training employees is made easier since information can be shared with them more easily. However, employees should not use computers for an immoral purpose. Employers should do everything they can do to discourage employees from using personal emails for business purposes (Kuhn, 2017).
On changing the workforce, this may occur due to differences in age and experience, labor shortage, communication barrier and even compensation. This is encouraged by the way the business does its businesses. Changes in management also change the workforce. New rules may be implemented which might seem to be hard on employees to accept them. A leader is the one who can outline the broad vision and the direction, and say here’s where we are going to go, here’s why we need to go there, and here’s how we are going to get there. A manager is the one who gets up under the hood and tunes the carburetor (Kuhn, 2017). Every employee should be able to cope with such situations. Moreover, the work environment needs some implications from the employers. The employers should control the work environment by making decisions over habits and disciplines. Social interactions should have limits, from the subordinates to peers and even managers. This creates good and great work. There should be no sexual conduct within employees.
Technology is the best way to grow a business, both in structure and development. It creates a positive working environment with efficiency in communication and in marketing the business products for company grown. Every employee should make proper use of technology to make new and advanced work standards (Dolan, 2019). The changing workforce should also be bearable to all employees and should have the means to understand each other due to either communication barrier or other changes. Conducive work environment creates great work. This can be created by employers through inspiring employees and even empowering them. The emotional and empathetic and intelligent work environment is reputable for increasing and improving productivity in organizations.
Differences in experience and age should be considered during the employment process. This makes it easier to making judgments and assigning duties as well. Moreover, it helps in widening young people’s mindsets and even gaining experiences. If the employees are employed on contract bases, the time should be observed. This gives employees rights against unusual dismissal and works with flexibility in making requests. Payroll providers should be in a position to provide Pay slip information for every employee, either working on hourly bases or any other payment agreement and calculate correctly their reference period (Dolan, 2019). Having an immense panel in business triggers a successful result. The unsurpassed managerial is the one which has adequate sense to choose good working team to do what requires to be done, and self-disciplined to make sure they follow the work appropriately.
References
Clark, K. R. (2017). Managing multiple generations in the workplace. Radiologic technology, 88(4), 379-396.
Dolan, V. R. (2019). Illness and the American Workplace: Issues and Implications for Employers and Employees. pp.56-78.
Kuhn, S. (2017). Opioid addiction and implications for employers. Benefits quarterly, 33(1), 33.
Woods, K. (2016). Organizational ambidexterity and the multi-generational workforce. Journal of Organizational Culture, Communications and Conflict, 20(1), 95.
