Embracing a multi-generational workforce
The modern law firm is home to multiple generations. Each brings its own strengths, perspectives and expectations to the firm. While some view this as a challenge, it is better seen as an opportunity. Embracing the diverse viewpoints and experiences represented in a multi-generational workforce can lead to an enrichment of the firm’s learning culture.
To maximise their effectiveness and long-term impact, L&D teams must design professional development initiatives that attract and engage everyone. The goal is not just inclusion but the creation of an inclusive and adaptable learning environment.
Moving beyond generational labels
I am not going to go through a list of generations and their perceived traits. That information is widely available. Generalising behaviours based on birth year carries risks, including stereotyping individuals and making inaccurate assumptions. Some suggest moving beyond generational thinking toward a post generational workforce, where development needs are shaped by behaviours, values and attitudes rather than demographics. This approach merits consideration.
Generation analysis is a helpful tool for ensuring that we consider all perspectives when we design professional development programmes. We can use the analysis to empathise better with the range of values, personal objectives and learning preferences we are likely to find in our audiences. It is not about assuming that a sector of the audience fits neatly into a generational category (and so will have certain requirements). Instead, generational analysis should remind us to consider whether our training reflects a variety of needs and preferences. It is also a useful way for people to understand better the values and motivations of colleagues.
Key themes to consider
- Approach to career progression: The importance of mentorship, coaching and bespoke professional development.
- Communication styles: Preferences for interactions, formal vs informal, virtual or in-person.
- Technology: Attitudes to technology and innovation.
- Feedback: The importance of regular, honest and constructive feedback.
- Purpose: A need to understand the “why” behind tasks.
- Autonomy: Having a say in how work is done.
The evolving learning landscape
Education has evolved to embrace blended, personalised and flexible learning. This is shaping expectations professionals have of their personal development in work. Firms continue to adapt the training they offer, integrating more on-demand resources (especially digital) and creating self-directed learning paths. This has created a development environment that is much more inclusive of different learning styles.
Precedent and innovation
Law is a profession where precedent plays an important role. While every English law-qualified lawyer learns about the importance of precedent, over-reliance on it hinders innovation. The legal profession has the reputation of being cautious and of late adoption. Phrases such as “this is how I was taught to do it”, “this is how we have always done it” and “this way works” should trigger someone to think “is there a better way?”. Especially as the practice of law is entering a period of significant technology-led disruption. And who better to ask this question than the generation the least influenced by what has gone before?
Career mobility: The imperative of growth
What is clear, and not limited to any particular generation, is that career mobility is increasing. The need for firms to create opportunities for growth and advancement is more important than ever. And employees need those opportunities to be provided in structures and formats that work for them. If employees don’t feel like firms value their career growth, they are likely to look for ones that do.
Looking forward
What about the next generation? What new perspectives will they bring? How will firms want to adapt to obtain the best from them? What can L&D teams do to anticipate their needs? Because these needs already exist within firms. They won’t suddenly arrive with the first Generation Alpha cohort; they will appear gradually with Generation Z.
Practical strategies for inclusive L&D
To create training that resonates with a diverse workforce, and to grow understanding of recognised generational differences, firms should consider the following:
- Encouraging collaboration: Designing programmes and activities that bridge generational gaps and encourage shared learning. If all of your training is streamed for different levels of seniority, are you missing an opportunity?
- Incorporating varied learning formats: Incorporating case studies, role-playing, digital resources and discussion-based training will accommodate different learning preferences. How much of your training is PowerPoint-led presentation with little interaction?
- Promote peer learning: Do you already provide opportunities for professionals of the same seniority and experience to collaborate? Is your team equipped to enable this learning to happen? Do you match seniors with juniors? Perhaps you have a mentoring programme in place. Could this incorporate reverse mentoring (if it doesn’t already)?
- Challenge your assumptions: Disrupt your own thinking and consciously consider programmes from different perspectives.
- Offer structures to appeal to all: Does your training cater for those who prefer the more formal, structured training style as well as those used to a self-directed approach.
Conclusion: Reframing multi-generational diversity as a strength
Multi-generational teams are a strength when firms recognise and embrace diversity of thought to strengthen their learning culture. Beware the temptation to label groups of individuals according to a generalised set of expectations. Use the differences that exist to challenge your thinking and as a catalyst for innovation. As a junior lawyer, I felt I had to earn the right to speak through years of experience. Had I been empowered to influence my own professional development from an early point, would my career path have been different?