THE INFLUENCE OF GENERATION THEORY ON PERSONNEL MANAGEMENT OF THE ENTERPRISE

The work analyzes the value of representatives of each generation for the organization from the point of view of the employer. Taking into account the characteristics of generations, the strengths and weaknesses of their representatives as employees, the types of work where they will be able to maximize their abilities and work potential have been determined. Employees whose age corresponds to Generation Z are beginning to displace representatives of older generations from the labor market. But young employees bring new rules for working with personnel both at the stage of employee selection and further in the labor process. Modern employees are not at all similar to previous employees, this is what the theory of generations is based on. Despite the fact that age is a dramatic topic in the life of a modern person, interacting with employees from other generations is difficult, but necessary. Success is achieved by multi-age teams, in which the energy and ambition of the young are combined with the experience and caution of the elders. In teams of different ages, there is an active process of knowledge exchange between different generations of employees; they share responsibilities effectively, allowing colleagues from different age groups to show their strengths. If there is a mission, vision and common goals of the company in such a team, there are no destructive conflicts and confrontations, because everyone is at the same time, everyone is sailing «in the same boat» to success and prosperity. What the younger generation will be depends on what knowledge, skills and abilities the older generation will pass on to them. The manager, using the positive qualities of representatives of each generation of employees, is able to ensure effective and fruitful work of the team, which, in turn, will lead the company to significant results. Taking into account the peculiarities of «generational» values makes it possible to meet the needs of not only employees, but also employers through the development of effective systems of adaptation, mentoring, career planning, motivation, as well as the formation of social company policies and corporate culture. Disapproval of everything new, the desire to stop the pace of change does not evoke a positive response among young people and inevitably leads to generational conflict. No less dangerous is the disdainful attitude of the young towards the experience of the elders, the desire to erase from memory all the achievements of the past years.