Gen Z could be ‘unexpectedly consequential demographic’ for law’s future, LOD report says

Gen Z, the report’s introduction noted, is a cohort “shaped early by hard experience and conditioned for extreme pragmatism, with little time for aspiration or trust in old institutions”. Having arrived in the working world at such a fascinating point in time, this generation could become an unexpectedly consequential demographic for the future of the legal profession, LOD wrote.

Those managing Gen Z lawyers must be cognisant, the report noted, that sociocultural, economic, and professional upheaval helps explain why this demographic is the “world’s most stressed-out”, with much higher rates of anxiety and depression and predecessors. Workplace leaders must, therefore, be cognisant of certain ripple effects, including: Gen Z’s lack of faith in institutions, strong commitment to wellness, and that involuntary immersion in new technologies made remote interactions more frequent and social isolation more normalised.

As a result of such factors, LOD wrote, “Gen Z will not subscribe to ‘loyalty’ or ‘paying your dues’ to the same extent that previous generations did; they won’t stick around for 10 years to see if the prize is worth the effort”.

Gen Z lawyers have entered the profession “filled with ambition but burdened by anxiety, hopeful of securing meaningful and sustaining work but distrustful of self-serving organisations that want to exploit workers rather than enhance them”, the report continued.

To this end, no strategy or tactic for integrating Gen Z lawyers into your legal workplace will succeed “if it’s a declaration, an imposition, or a one-way street”. Legal workplaces must take their perspectives and priorities seriously, especially on the following five metrics:

1. Technology: Gen Z should be given access, autonomy, and responsibility to advise on and guide organisations’ integration of AI, LOD advised.
2. Innovation: “Unburdened by any assumption that the billable-hour model makes sense or that employing technology is an inferior way to solve legal problems”, Gen Z should be given leeway to envision and build new systems, the report said.
3. Flexibility: There is “no shortage of potential ways” for lawyers to help organisations, including by way of roaming, being client-embedded, quasi-legal strategists, or industry ambassadors. Leaders should create such roles now, so Gen Z can fill them when ready.
4. Values: Gen Z lawyers, LOD wrote, will ‘work to live’, not the other way around. “Don’t expect them to respond well to billable-hour bonus structures or pressure them to work late,” the report said.
5. Community: Workplaces must signal early and prove consistently that they want to hire and support the whole lawyer, not just the productivity-generating source of legal labour, the report said. “It’s essential that you take this generation seriously and integrate them fully as valued and respected human colleagues. They have agency, they want autonomy, and they value identity.”

Ultimately, LOD concluded, legal workplaces that embrace members of Gen Z and actively seek their active participation, rather than simply tolerating or humouring them, will end up transforming the legal profession.

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“Gen Z lawyers are going to change the legal sector and the legal professions, but only if today’s legal leaders have the courage and vision to allow them to do so,” the report said.