Great expectations: bridging the generation gap

Generation Z (Gen Z) are redefining their priorities when it comes to the workplace and selecting the type of law firms or organisations they apply to.

Generally defined as the generation of people born in the mid-late 1990s up until 2010, it seems that the career expectations of older members within this particular demographic differ markedly from those of earlier cohorts.

What’s more, a traditional career path in law is becoming less appealing to this generation.

According to a 2023 survey report, Gen-Z: Now Influencing Today’s Law Firm Culture, by Major, Lindsey & Africa (MLA), the majority of Gen-Z attorneys and law students are hoping to pursue a career path beyond joining a major firm and making partner.

With their career values significantly impacted by the COVID-19 pandemic, the majority of respondents said they placed a premium on work-life balance and flexibility.

Indeed, talent attraction and retention has emerged as a major challenge to the current law business model because of different life priorities and the search for purpose by the younger generation, according to The International Bar Association Legal Agenda 2023-28.

So how can firms and organisations adapt to this generation’s expectations, and create supportive and welcoming environments?

Five generations

This challenge is perhaps compounded by an unprecedented development: for the first time ever, there are five generations in the workforce—Traditionalists (1928-45), Baby Boomers (1946-64), Generation X (1965-80), Millennials (1981-94), and Gen Z.

And with that mix, there is a marked potential for challenges to arise due to different mindsets and communication styles.

Ashley Grant, associate at Kirkland & Ellis, agrees that problematic disparities exist.

“In some parts of the legal industry, a generational gap does emerge, showing a possible divergence in approaches or values across different age groups,” she says.

Lyric Stephenson, an associate from Haynes and Boone, echoes this view. “I do think there is a generation gap in the workplace, particularly in big law firms. We have people that span several generations,” she says.

“All generations have very different communication needs and styles. And that, to me, can be challenging, as it’s really difficult to bridge that gap.”

With such gaps, misunderstandings, and even unconscious bias, can emerge.

For example, Jency Mathew, an associate from Finnegan, was worried about being perceived as “too young or under qualified for a certain role because of [her] age.”

“I was worried that there were preconceived notions about my competence in that position,” she explains.

”A law firm should strive towards creating and fostering that healthy work-life balance. You don’t have to sacrifice the calibre of your work in order to achieve that.” - Jency Mathew, Finnegan

And younger attorneys are often worried about encountering prejudice in a profession that is not renowned for its social mobility.

Grant tells WIPR Diversity that she was conscious that she did not come from a privileged or moneyed background when she joined her firm, and that “fitting in” was a big concern.

“I was aware of the often-unspoken biases that can exist in professional environments,” she says.

Gen Z’s priorities

Then there’s the issue of marked differences in priorities and mindsets among these generations.

For example, a March survey by Deloitte Digital, Hey Bosses: Here’s what Gen Z actually wants at work, showed that Gen Zers ranked empathy as the second most crucial quality in a boss, while leaders, on average, placed it just fifth.

When it comes to mental health, survey participants bemoaned a lack of support in the workplace. Fewer than half of Gen Zers reported receiving adequate assistance from their bosses in maintaining a manageable workload, while 28% of respondents said their mental health suffered directly from their boss’s actions.

Additionally, there is a disconnect between Gen Z workers and their bosses when it comes to the link between work and their identities.

While nearly nine in ten leaders viewed work as a significant part of their identity, fewer than two thirds of Gen Zers felt the same.

But most notably, Gen Z are staunchly opposed to the high-stress 24/7 culture that has hitherto been seen as the norm in the legal profession.

As Mathew tells WIPR Diversity, she valued work-life balance when she got her job offer.

“Working in big law can be very demanding of your time. But I was interested in working in a law firm that understood that while it consumes a lot of your time, it doesn’t have to take up all of your time. I think having a work-life balance has been one of my expectations,” she explains.

“A law firm should strive towards creating and fostering that healthy work-life balance. You don’t have to sacrifice the calibre of your work in order to achieve that.”

Values and flexibility

Gen Z also gives significant weight to the values of their prospective employers, with 60% of respondents in the MLA survey noting that corporate responsibility programmes were important in their selection of a potential employer.

The same survey participants also reported that an open-door environment and informal day-to-day training are highly motivating factors to them. At the same time, nearly a third of respondents (29%) said they expect to be able to work remotely as desired.

”These differences don’t have to manifest as a pronounced ‘gap’. Each generation brings its unique attributes to the table.” - Ashley Grant, Kirkland & Ellis

These views resonate with Stephenson, who sets great store by a law firm’s focus on values and flexibility.

“My expectations are that my firm should have similar values when it comes to prioritising certain things, whether that is family, or mental health.

“While I understand that there is an expectation that we should be in the office, present, and available, it is also great to have the flexibility to be able to finish work, go home and have dinner with my family,” she says.

Similarly, Andrew Marks, associate at Kirkland & Ellis, argues that paying lip service to diversity, equity and inclusion (DEI) goals simply won’t do anymore.

“I want to work for law firms which have a strong commitment to ensuring diversity and inclusion are high on the agenda,” he says. “The job is stressful enough without having to hide aspects of your life”.

A pivotal message

So how can different expectations and communication styles be tackled?

Formal mentorship and training emerged as the most important factors for Gen Z in selecting an employer in the MLA survey.

Grant chimes with this finding, pointing out that “reverse mentorship programmes can provide fresh perspectives and foster mutual understanding across generations”.

“Having regular open dialogue sessions, where employees of different levels of seniority and experience can offer a forum in which to share insights, voice concerns, and suggest enhancements. And they promote a culture of inclusivity and continuous improvement,” she adds.

Marks agrees, noting that such schemes “can offer a way for experienced lawyers to forge relationships with younger associates outside of day-to-day work and help encourage an understanding of the different experiences of different generations”.

By adopting such an approach, Grant believes that any negative effects arising from generation gaps can be transformed into a positive.

“While there are naturally variances in how different age groups might approach situations, these differences don’t have to manifest as a pronounced ‘gap’. Each generation brings its unique attributes to the table,” she explains.

But Grant cautions that there is a pivotal message for law firms if they wish to attract and retain the best Gen Z talent.

“There’s a heightened expectation for firms to genuinely act on their words, rather than just making surface-level declarations,” she concludes.