When I meet with law firm managers in Canada one of their most pressing concerns is how to replace retiring baby boomer lawyers with millennial lawyers.

Almost a third of Canadians, 27.9% of 35.1 million, were between 22 and 37 during the 2016 Census. RBC Economics reported in October 2016 that millennials are better educated than almost any group of workers in history and more tech-savvy.

The prognosis is similar in the U.S., where millennials also represent the largest and most educated generation in the labour force.

This is according to data released by Washington-based think tank the Pew Research Center. This was in (FactTank, How Millennials today compared with their grandparents 50 years ago, March 16, 2018).

Attracting Top Millennial Legal Talent

As the baby boomer generation retires, law firms are looking to attract and retain younger talent, particularly millennial lawyers. However, the approach to recruiting these young professionals differs significantly from that of previous generations.

One of the first steps towards successful millennial recruitment is understanding what they value. Unlike previous generations, millennial lawyers prioritize work-life balance and seek a sense of purpose in their careers. They look for a positive company culture, opportunities for growth and development, and a work environment that aligns with their personal values. These values hold significant sway over their decision-making process when it comes to job opportunities.

Creating a positive company culture is one effective way to attract millennial lawyers. Such a culture promotes work-life balance, encourages creativity, and fosters personal growth. It is achieved by offering flexible work arrangements, promoting teamwork, and providing opportunities for socializing outside of work. A firm can also establish a positive culture by engaging in charitable initiatives and pro bono work.

Growth and development opportunities

In addition, offering growth and development opportunities to millennial lawyers is critical. They want to feel like they are making progress in their careers and that they are continuously learning. Mentorship programs, training opportunities, and clear career paths are ways to support millennial lawyers in their development and ensure that their contributions are recognized.

Finally, firms need to provide a work environment that aligns with millennial lawyers’ personal values. Such an environment is inclusive, diverse, and supportive of social causes. A firm that is committed to making a positive impact on society and takes a stance on social issues is attractive to millennial lawyers. Promoting diversity and inclusion and participating in charitable initiatives are examples of ways to support these values.

The recruitment of millennial lawyers requires a unique approach from previous generations. Law firms must understand their values, and offer a positive company culture, growth and development opportunities, and a work environment that aligns with their personal values. Attracting and retaining millennial lawyers is critical to remaining competitive in a changing legal landscape. By doing so, firms can ensure they have access to top talent in this new era.

Millennial Lawyers- Law Firms Are Worried

Unlike their grandparents and parents, millennials change jobs regularly. It only makes sense that millennial lawyers raised in a gig economy are less likely to be loyal to a single employer.

Most of my younger Canadian friends move around every three or so years. In the U.S., the average stay is 19 months. Small wonder North American CEOs are worried. My grandparents worked the same jobs in England for 50 years.

But wait, millennial lawyers, are also more inclined to start their own law firms than baby boomers.

Nine percent of Canadian start-ups were owned by someone under 30 in 2014. More than a few of these entrepreneurs came up through university or college business incubators, where they were encouraged to think big and act aggressively.

When these businesses fail, as many inevitably will, recruiters and CEOs must deal with independent-minded, once self-employed contractors fueled with diverse credentials that include Instagram travel diaries and Facebook revelations.

That leaves North American companies, already facing the exodus of baby boomers that started in 2011 juggling a surplus of young, ambitious workers who used to be disrupters.

These employees can expect to move into management around the age of 40. While we won’t see many millennial managers until at least 2021, the time to worry about retention is now.

Millennial Lawyers

What will the future of your workplace look like? Well, just imagine a group of managers accustomed to enjoying a fast-paced lifestyle, self-centred and impatient, straight out of a universe of instant gratification created by social media.

Real-life doesn’t come with a multi-coloured filter that makes everything look just a little better than it really was. Social media does.

When millennials go on vacation, they post photos of the most exciting parts of their trips. Through this artificial lens, young people pursue a fantasy existence of constant happiness and fulfillment. This fiction can translate into the workplace.

While generational stereotypes are not uncommon, there are fewer differences between generations than commonly believed. While lawyers of all generations are problem-solvers dedicated to developing creative solutions for their clients, each generation may differ in their preferred working methods to achieve these solutions.

It is a common stereotype that millennials can only be lured by job descriptions that offer silly tech-style perks. However, this does not accurately reflect how millennial lawyers like to work. After speaking with a millennial lawyer, a forward-thinking Law School Dean, and a legal technical research director, and being a millennial lawyer myself, it has been concluded that millennials prefer the opportunity to build creative solutions to legal and non-legal problems, with the aid of technology, mentorship, and the right work-life balance.

Utilizing tools such as AI

For millennial lawyers, having the chance to build creative solutions is a crucial element of job satisfaction. They desire an environment that encourages creativity, with access to technology that can help them achieve their goals. By utilizing tools such as AI, machine learning, and data analytics, millennial lawyers can process information more quickly and effectively, allowing them to focus on creating innovative solutions.

Additionally, mentorship programs provide a valuable opportunity for millennials to learn from more experienced lawyers, building their skills and enhancing their ability to solve complex problems.

Moreover, achieving the right work-life balance is essential for millennial lawyers. They are willing to work hard and invest their time and energy into their careers, but they also require the flexibility to maintain personal commitments and interests outside of work. This includes flexible work schedules, remote work options, and paid time off, which enables them to recharge and return to work refreshed and ready to tackle new challenges.

Millennial Lawyers

Based on a 2016 survey of 2,072 Canadians born between 1980 and 1995, millennials want to make money, have a healthy work-life balance, for the most part, make an impact and be important.

This came out in (Environics Research, New survey reveals the diversity of Canada’s Millennial generation through their social values, Feb. 15, 2017).

Does it feel like everyone wants to be a general and no one wants to be a foot soldier? That’s because the technology industry and business magazines have warped what millennials are looking for in a job.

Just consider that to attract talent, Silicon Valley companies are now offering free Lyft rides, hot stone massages, free meals and snacks, onsite doctors, no-cost dry cleaning, arcade games courtesy of Google and bean bags as office chairs.

Millennials Are Not Kids Anymore

The outcome is that millennials look like kids in an amusement park. The downside is that these freebies are not incentives. They are intended to persuade employees to work longer and longer hours. They recreate the unhealthy lifestyles their parents and grandparents endured.

Let’s face it. Your employees should be joining your company because they want a rewarding career. They also want a stable income to start a family or improve their industry.

Amusement park perks may help managers attract talent, but they won’t keep your employees around for the long term so you can mould them into the managers and professionals you need to sustain your company’s long-term success.

After all, how long will it be before your new millennial employee becomes bored of playing arcade games — and jumps ship for the next shiny new object?

How Old Are Millennial Lawyers?

Baby Boomers: 54-72

Gen X: 38-53

Millennials: 22-37

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Hiring Millennial Lawyers: Tips and Strategies