[The Viewpoint] Addressing the generational gap: HR strategies for law firms

The generational diversity within law firms is increasing. The Baby Boomers (born between 1946 and 1964) are leading most law firms as senior management and Generation X (born between 1965 and 1980) forms a part of the mid-management. Most junior associates are Millennials (born between 1981 and 1996) and Generation Z (born between 1997–2012).

The table below provides a segregation of the current designations across the different generations for ease of reference. The generational gaps, which are differences of opinions between generations on values, thoughts, lifestyle and beliefs, need to be addressed to ensure the Human Resource asset of the firm is well aligned towards the growth ambitions and goals of the firm.

Note: the above table is based on our understanding of the legal market and there may be top performers who have reached higher designations at a younger age and there may be aberrations on a case-to-case basis. It is only to provide a understanding of the different designations of lawyers within each generation category.

The thought processes, views and perspectives among these generations are very diverse. For instance, the senior management have a very different perspective on workplace management, rules and best practices when compared with a majority of associates in the front-line of work who play a crucial part in delivering quality and maintaining client relationships.

In such instances, the mid-management is in a dilemma, trying to bridge the gap between the senior management and the junior associates. The former get very agitated and impatient in trying to expect the latter to live up to their expectations of working as per their rules and respecting any decisions with no questions asked. On the contrary, junior Lawyers desire more value and meaning in their daily work, career progression and flexible work cultures. And if they do not find these desires in their current work roles, they do not think twice about switching jobs.

In the recent past, the senior managements of law firms have really worked hard to motivate young lawyers. Nevertheless, some methods have misfired and has further aggravated the issue. Law firms apply delayed gratification as a strategy to ensure that young lawyers remain motivated and engaged and give them the carrot of career progression towards Partner-level. In most cases, these measures have failed in the recent years, as new age lawyers seek high quality work early in their careers and are not too focused on future promises of pay increases or promotions.

If the generational gap is addressed, the growth potential for law firms is immense. By embracing pro-Millennial and Generation Z friendly policies, law firms can retain their top performing talent and take their law firm to the next level.

Here are a few ways in which law firms can create a culture where all generations - from Baby Boomers, to Generation X, to Millennials to Generation Z can all cohesively work towards the common goals and objectives of the firm.

Setting of innovative targets and work expectations – excite them!

New age lawyers have a true entrepreneurial spirit and look at the bigger picture of how their work contribution can be impactful and reap profits. Firms can look at creative and challenging targets and work expectations which keep new age lawyers engaged. Firms need to assess the possibility of introducing initiatives such as Business Development and Knowledge Management, with attractive incentive policies for the junior tier of lawyers.

Opportunities to work across multiple practice areas

With business dynamics changing quite frequently, lawyers keep wanting to explore and gain new experiences of working in multiple practice areas. New age lawyers do not stick to one practice area for too long and are always looking at being fluid and providing legal services virtually for any issue or matter. Firms need to structure their teams with a view to promote cross-team working, as it will ensure that lawyers stay engaged and get a diverse portfolio of experience.

Emphasize on social aspects and provide smart offices

New age lawyers like more open spaces with less clutter. Office spaces need to be lively and cheerful and encourage open communication and relationship-building across different generations of lawyers. Offices can be made “smart” with the integration of legal technology and firms can look at upgrading infrastructure with smart technology with a view to increasing productivity.

Encourage peer-like open communication

New age lawyers have always had open communication with peers and are not fans of vertical hierarchy. Senior Partners need to lay more emphasis on individuals working on a matter/case, rather than giving utmost importance to designations. To promote an open communication culture, firms can introduce internal working committees to ensure their thoughts and views are channelled to the senior management in a structured manner. Any solutions which come out post these discussions can be incorporated in policies. This will also ensure that the lawyers feel included in new policy introductions at the firm.

Work and life are not two extremes – blend them!

New age lawyers believe in blending both work and life as opposed to balancing them. They believe that work is a part of life, which makes it more meaningful and interesting and adds to life’s experiences. In light of this, it is important for the senior management to give ‘space’ to the lawyers to work on their deliverables, rather than micro-managing each task. This will ensure a sense of responsibility is instilled and strengthen their loyalty towards the firm.

Mentoring, coaching and guiding

New age lawyers need continuous mentoring, coaching and guidance and like to have discussions on their career progression and how to align their ongoing work with their ambitions. They look at their careers holistically from both a life and work perspective and give great importance towards getting the right advice. Structured mentoring and coaching programmes, especially from the partnership level, will ensure greater alignment and long-term engagement with the firm.

Objective performance evaluation

New age lawyers always look forward to feedback on their work deliveries and like to be engaged and have good dialogue with their superiors. They prefer clearly communicated work expectations and like to receive constructive feedback which will enable them to address their weak areas and play on their strengths. They prefer an objective analysis of their performance which will lead to determining of incentives, promotions and increments. Firms need to look at developing and introducing structured Performance Evaluations which are objective and scientific and not purely dependent on views and perspectives of the Superiors.

Collaboration and celebration

Teamwork and collaboration grows enthusiasm and excitement in the workplace, as diverse personalities bring their experiences together. Collaborative work cultures are a great way to retain high-performing teams. Senior Partners need to invest time and effort in celebrating, achievements as they provide a feeling of fulfilment. New age lawyers like to be recognized for their achievements and monetary aspects are not the only motivators.

Sustainability and impact on society

With lawyers being more exposed to the idea of giving back to society, law firms need to look at introducing sustainability principles and concepts to their operations and encourage lawyers to participate in initiatives that enable the firm to become more sustainable. These initiatives will strengthen the bond between the senior management and the associates, and can be a part of the engagement activities.

Conclusion

Addressing the challenges brought about by the generational gap and implementing strategies which dilute them will strengthen the Human Resource asset of the law firm. Connecting with and motivating Millennials and Generation Z lawyers will provide a good return on investment in the longer term for the law firm’s survival and the senior managements need to strategically invest in bringing about the change.