Intergenerational Conflict and the Work-Life Balance Different generations of attorneys have different motivations and concepts of the ideal work situation. Firms need to be aware of potential conflicts to succeed at recruiting and retaining the best attorneys. By Annika Hylmö [See the author's "Need to Know" Q&A response.] Over the next 5 to10 years, Traditionalists (born approximately 1925-1943) and Baby Boomers (born 1944-1962) will retire or change careers in record numbers. In the state of California, the Bar Association reports that in 1991, only 14% of all attorneys were over the age of 55. By 2006 that number had risen to 35% and continues to increase. The impact is significant. Firms not paying attention to the impact of gradually losing the older generations in their workforce will have to face the impending shortage of Generation X (1963-1981) lawyers. Even the best laid succession plan will be challenged to meet the upcoming deficit: While there were 55 million Traditionalist and 80 million Baby Boomer children born, Generation Xers only reached 46 million. The reality that there will not be a 1:1 replacement ratio is clear. Even though the Millennials (born 1982-2001) that are beginning to enter the workforce are 78 million strong as a cohort, it will be years before they are ready to take on the types of leadership positions that the vacuum of transitioning Boomers will leave behind. In addition, gradual changes within the legal profession over the last 20 years are now posing challenges for law firms wishing to recruit and retain younger associates. While older attorneys continue to work long hours and drive business, high billable hour expectations and associate-to-partner ratios are causing younger attorneys to question the system. With four generations working side-by-side, with different expectations for work and work-life balance, it is not going to be easy. What is clear is that the profitability and very sustainability of many firms is about to be challenged. Strategic talent management must be able to not only recruit but also to retain key employees. The pressure is on for law firms to develop workforce and succession plans that consider all levels of the organization. The turn-over of talented attorneys is expensive. The average cost to replace most employees is generally calculated to be at least 1.5 times their salary, not to mention unquantifiable costs related to the lost productivity of colleagues, impact on clients, and future leadership. Over time, that adds up. Many legal firms are not paying attention. Seemingly sticking to the same model as twenty years ago, not-so-subtle changes to the legal profession are impacting younger attorneys who are questioning whether to stay in the field. Twenty years ago, the emphasis on profit and billability was different. The Los Angeles Times recently reported that lawyers today are expected to bill between 2,200 and 2,500 hours per year compared to 1,700 in 1980. That translates to 60-70 hour workweeks. It has become more difficult for young attorneys to become partners, and many recent graduates are experiencing a lack of mentoring and support in their new firms. It is no wonder that the National Association for Law Placement found that in any given year, 1 in 7 associates will change jobs and that 8 in 10 associates will leave their firms by their fifth year of practice. The writing is on the wall. Without paying attention to needs of younger colleagues, many firms are likely to struggle to stay in business in the years ahead. The challenge is compounded by the reality that different generational cohorts have very different views on what they consider to be an ideal work situation. Other generations often misunderstand the motivations and expectations of another cohort, creating additional obstacles to be overcome in order to retain talented legal professionals. That is especially clear when it comes to work and life balance. Understanding the four generations’ motivators is key to creating the law firm of the future. In 2007, the New York State Bar Association sponsored a recommendation that was endorsed by the American Bar Association supporting the removal of mandatory retirement of senior attorneys based on age. Many firms have partners working into the 70s and 80s, still going strong and producing results. Traditionalists, all at or above the 65-year mark, continue to shape and create the legal profession and will do so for years to come. Traditionalist attorneys may not all be ready to retire but while they keep working, it is important to create opportunities to transfer their significant skills and knowledge within the firm. The solution is to matching them with younger colleagues as mentors and to publicly acknowledge the value that is placed by the firm on that process. Without Traditionalists, the firm would not be where it is today. It is going to fall on their younger colleagues to carry on that legacy — and to acknowledge the Traditionalists’ role in creating it. There is a clear myth regarding the doom of Baby Boomer retirement: Despite media reports that they will retire in record numbers, many Boomers are years away from retiring and will continue to work long after they reach the age of 65. Still, not retiring does not mean working in the same capacity, or that they will be working forever. Many are contemplating second careers, perhaps as legal counsel in the nonprofit world rather than their current firms. What is clear is that they will be moving on and their business savvy needs to be passed on to younger generations as mentors and strategic partners. Traditionalist and Baby Boomer views of work-life balance in many law firms stands in stark contrast to their younger colleagues’. Traditionalist lawyers view work as something to be completed in an office with extra hours expected when needed. Work comes first. Other parts of life are sacrificed for the sake of meeting client needs. Similarly, to many Boomers adjusting a work schedule from normative expectations of long hours and high billability is an indication that someone is not interested in a career or committed to the firm. Such expectations are clear in many law firms, but the unintended effect is often to push younger generations away. In contrast to the Traditionalists and Boomers, the small cohort of independent-minded Generation Xers that follows them is looking for balance in their lives. While they will not let their current employers know, many are actively looking for firms that recognize their need for autonomy and desire to telecommute on at least a part-time basis. Xers often view alternative work schedules as a way to be more productive as they juggle work and other commitments, whether that is to their families or pro bono work. The office as a place of work is just one of many options for Xers who are on a career path. However, in addition to work-life balance, many Xers are looking for access to the growth and advancement opportunities that are seemingly difficult to come by. Offering Xers training to develop their transferable skills in building business often becomes central to retaining them and to ensure succession leadership. In the coming tough market for legal talent, retention is key. No matter what, there will be a vacuum when Boomers do move on and Generation Xers are needed to take the helm. As recent law school graduates, Millennials have only just begun to make their entry into law firms. As a generation, their expectations are very different from previous cohorts. Millennials may not ask for it, but they expect far more frequent feedback and check-ins than any other group. For autonomous Generation Xers, the Millennials’ constant need for attention and inclusion is a source of frustration. Without continuous support, many Millennials feel left out and disenfranchised, and end up leaving their employers at higher rates than previous generations. Millennials are looking for opportunities to learn from mentors, as well as to mentor others on skills that they have to offer. They are a generation looking for meaning in their work, making pro bono work valued by the firm important. Importantly, as a generation that believes in using technology to work anytime, anyplace, Millennial law students recently started the organization, Building a Better Law Firm (http://www.betterlegalprofession.org), that is taking the legal profession to task. With a presence at major law schools such as Harvard, Stanford, and Yale, as well as on FaceBook, the organization asks tough work/life balance questions of employers and posts the responses online. Millennial attorneys pay attention and seek positions that offer what they are looking for. The question is whether law firms are listening in return. The challenge to law firms is to develop strategies to recruit, motivate and retain attorneys while remaining profitable. Understanding generational motivations and expectations of work and work-life balance is good business. Firms that proactively navigate the generational divide today by considering the needs of a multigenerational workplace will not only achieve an overwhelming competitive advantage in the future. They will still be around to enjoy their success. Will your firm be among them? About the author: Annika Hylmö, Ph.D., is a partner at The Interchange Group. She specializes in diversity and demographic shifts in the workplace and the impact of rapidly changing communication and technologies on all forms of business. Page: 1 of 1 pages for this article
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