DESIGNING FOR THE FUTURE
Many legal organizations are addressing that question by first looking at their office design. With hybrid work not going away, it behooves firms to facilitate that method, especially for younger employees who are well-adapted to it.
One prevailing theory, according to Art Bloodworth, Workplace Design Leader at DLR Group, is that offices should marry the convenience and connectivity of the home with the collaboration inherent to in-person work. “Maybe we rethink how we allocate real estate to do more collaborative or engaging spaces where [young employees] could team together or with senior leaders,” he says.
In practice, some firms have created cafe-type spaces where colleagues can connect in a less formal environment, such as in booths or nooks that allow for one-on-one conversations while still being part of a social atmosphere. Less priority is placed on having private offices, although there are still spots where attorneys and staff can go to have quiet time or private meetings.
“I think every generation has gotten less and less tolerant of employers being rude, not understanding, and [not] having respect for their own time and who they are as a person. We’re not robots, and I think that’s what Gen Z wants people to know.”
Even larger meeting rooms can be modified to accommodate the new approach to working. “I don’t have to be in a desk chair,” says Bloodworth. “I could be on a sectional that you can sit on for an hour-long meeting and not be uncomfortable. People flock to those meeting environments.”
One key aspect of any space — casual or formal, social or private — is that it must have full tech capabilities, such as outlets and strong Wi-Fi. “[Gen Z] has just grown up with the connectivity and technology that we’re using right now. Part of the design is that all of these areas are set up with the connectivity that they expect,” Bloodworth says.
Bloodworth adds that it’s not just the physical space that’s important — it’s also the thought and meaning behind it. “I think young lawyers appreciate the comfort and meaning in their space [through] design elements, materiality, sourcing and reflections of the actual community that you work with,” he says.
That means doing more than just putting accolades on the wall. Firm leaders should be mindful of what story they’re trying to tell: Does your firm seek justice for those wrongfully accused? Do you support minority-owned businesses whenever possible? These are just two examples but are indicative of the attributes you’ll want to emphasize when recruiting younger talent.
EMPHASIZING RESPECT AND COMMUNICATION
While office design is an integral part of modernizing the work environment, there are several other factors that contribute to the success of young employees.
First, managerial style can play an outsize role in how comfortable a new employee is at their organization. A recent Atlanta Business Chronicle article revealed that around 20% of recent college graduates prefer being micromanaged, 25% prefer a hands-off approach, while a slight majority prefer a mix of the two. This shows there is no one-size-fits-all solution to working with Gen Z, and it’s important to establish your employee’s preference at the outset.
Thompson says she appreciated having more freedom when she started at her firm. “I love how you are in charge of yourself,” she says. “I was expecting for my boss to be over top of me, giving me permission for things, but it wasn’t like that at all.”
Regardless of managerial style, constant communication and feedback are also key. Younger employees want to know what they’re doing well and where they can improve. Establishing a culture of feedback can reap benefits for not only new additions, but also employees at all levels, ensuring everyone across the organization feels comfortable sharing their successes and challenges.
“But contrary to the perception of those managers mentioned earlier, Gen Z employees are more than just people who get offended at a perceived slight and talk in slang all the time (trust me, even I have no idea what half those words mean. Skibidi? Beats me.)”
There’s also no need to be afraid that Gen Zers will be offended by the feedback you give (provided the criticism is constructive and not malicious). But it’s important that the conversation be meaningful and considers the perspectives of all involved. Gone are the days when saying, “Here’s what you did wrong. Fix it,” is an acceptable form of feedback. Today, conversations should be geared more toward helping the employee understand how to improve and helping the manager understand how to help them do so.
Thompson says listening to what a younger employee needs is the best way to make them successful in their role. “I know I come to [my boss] with my own struggles in the office, just being so young and not knowing a lot,” she says.
Having grown up with the internet, Gen Zers are also adept at filtering out falsehoods or misleading information, so honesty is necessary, whether regarding behavior expectations, job descriptions or any other aspect of their job. “Wading through information and identifying important versus trivial, more true versus less true, is a necessary survival skill, and their BS barometer may be more highly calibrated in some ways,” says Jill M. O’Connell, SHRM-SCP, SPHR, Human Resources Director at Paule Camazine & Blumenthal, PC, and a member of the Gateway Chapter.
Speaking of job descriptions, Thompson says the job posting was what initially attracted her to her current role. It made clear that the firm was looking for an entry-level employee and showed where there were potential growth opportunities. Looking back, Thompson says she appreciates how the description still accurately reflects her current responsibilities.
“I would say honoring the job responsibilities is a really big thing to me,” Thompson says. “I had a contract I signed for what I would be doing at the firm, and that has been followed...an important part is not adding to people’s workloads with jobs they did not expect to have.”
“I would say honoring the job responsibilities is a really big thing to me. I had a contract I signed for what I would be doing at the firm, and that has been followed...an important part is not adding to people’s workloads with jobs they did not expect to have.”
Lastly, flexibility remains the name of the game for recruitment and retention, especially for Gen Z. Thompson operates on a hybrid schedule, where she works in the office three days per week and remote two days. She says the hybrid arrangement has offered a good transition period as she acclimates to the workforce, calling it a “phenomenal perk.”
“There are obviously perks of being in office as well, but for my generation, probably hybrid is best at first, just because you’re getting used to what a professional environment is like,” Thompson says. She adds that at this point, she would not be open to a fully in-person schedule.
UNDERSTANDING GEN Z
Let’s revisit our central question: Is Gen Z really that difficult to work with, or is that just a perception that can easily be changed with a little bit of time and effort?
Like every generation that entered the workforce before it, Gen Z may encounter growing pains as it introduces itself to the working world. These pains have only been exacerbated by the pandemic as normal learning and life experiences were severely interrupted.
But contrary to the perception of those managers mentioned earlier, Gen Z employees are more than just people who get offended at a perceived slight and talk in slang all the time (trust me, even I have no idea what half those words mean. Skibidi? Beats me.)
Gen Zers are truly interested in being the best employees they can be — they just may need a little help along the way. By creating an environment where they can succeed, along with accommodating the managerial style they feel most comfortable with, employers can help their younger workers reach their full potential.
“Things aren’t as they used to be,” Thompson says. “I think every generation has gotten less and less tolerant of employers being rude, not understanding, and [not] having respect for their own time and who they are as a person. We’re not robots, and I think that’s what Gen Z wants people to know.”
