Rely on the most comprehensive, up-to-date legal content designed and curated by lawyers for lawyers
Work faster and smarter to improve your drafting productivity without increasing risk
Accelerate the creation and use of high quality and trusted legal documents and forms
Streamline how you manage your legal business with proven tools and processes
Manage risk and compliance in your organisation to reduce your risk profile
Stay up to date and informed with insights from our trusted experts, news and information sources
Access the best content in the industry, effortlessly — confident that your news is trustworthy and up to date.
Find up-to-date guidance on points of law and then easily pull up sources to support your advice with Lexis PSL
With over 30 practice areas, we have all bases covered. Find out how we can help
Our trusted tax intelligence solutions, highly-regarded exam training and education materials help guide and tutor Tax professionals
Regulatory, business information and analytics solutions that help professionals make better decisions
A leading provider of software platforms for professional services firms
In-depth analysis, commentary and practical information to help you protect your business
LexisNexis Blogs shed light on topics affecting the legal profession and the issues you're facing
Legal professionals trust us to help navigate change. Find out how we help ensure they exceed expectations
Lex Chat is a LexisNexis current affairs podcast sharing insights on topics for the legal profession
Discuss the latest legal developments, ask questions, and share best practice with other LexisPSL subscribers
Much has been written of late about the challenges and the impact of millennials in the workplace—some critical (they don’t want to work hard, they are demanding job-hoppers) and some positive (they are self-assured, have high expectations and are tech-savvy). David Stevenson, chief executive of George Green, and Andrew Hedley, director of Hedley Consulting, assess how law firms can effectively recruit, manage, mentor and invest in millennials.What have recent reports suggested about millennials in the work place? How do their views and expectations of the workplace differ from previous generations?
David Stevenson (DS): Recent reports suggest what we perhaps felt, but dare not assume, in a world where rhetoric often trumps the reality—that is to say that, despite stereotypical labelling it is far too much of a generalisation to say we are faced with a generational change in workplace attitudes. The position is more complex than that, and in my view, always has been. The fact is that everyone is different and has their own definitive hopes, fears and expectations—the key is to recognise this and be able to tap into individual needs accordingly.
While this has not changed, what has changed is the background rhetoric reflective of a society as a whole which at least aspires to an environment that is more conducive to so-called work life balance, for example. Recent reports appear to suggest that millennials in the work place are more likely to move around, and require instant gratification and more input into things earlier on—but this has always been my experience in the legal world.
Andrew Hedley (AH): What is clear is that societal and generational shifts are playing out in the workplace, and those in positions of power in many firms are failing to understand the positive potential of their younger colleagues or the changing nature of their clients’ expectations. There is nothing new in the challenges of an incumbent generation. The millennial generation is different to my generation in the same way that my generation was different to that of my parents, and theirs to their parents. Not better, nor worse, just different.
In the workplace right now, we have at least three generations represented—the baby boomers born between 1945 and 1960 who still constitute 33% of the workforce, Generation X born between 1961 and 1980 (35% of the workforce) and the millennials born after 1980 who comprise 29%.
Millennials want to be given opportunities to do interesting work that ‘makes a difference’ and to be recognised for their achievements. Frederick Herzberg’s motivation-hygiene theory identified that
Access this article and thousands of others like it free by subscribing to our blog.
Read full article
Already a subscriber? Login
0330 161 1234