I speak to lawyers at every stage of their career, from NQs to equity partners and one thing’s clear, generational differences aren’t just interesting; they’re shaping how law firms attract, manage and retain talent.
Justin Wright, former CIO turned entrepreneur with a strong online presence centred on leadership, and personal growth, has published a breakdown of workplace priorities across Baby Boomers, Gen X, Millennials, and Gen Z rings. In my experience his assumptions are very true in the legal sector. Understanding what each group values isn't about box-ticking, it's about keeping your teams performing and your talent pipeline strong.
Baby Boomers (1946–1964): Loyalty and Leadership
Many are in senior roles or nearing retirement. Their careers have been built on graft, loyalty, and reputation. They prefer structure and face-to-face engagement, boardrooms over video calls.
What they want:
- Recognition of experience, clear expectations, and benefits like pensions and private healthcare. Many are proud mentors and want to leave a legacy.
What to consider:
- Don’t side-line this group. They’re open to phased retirement or consultancy roles, which keeps experience in the building while creating room for succession.
Gen X (1965–1980): Autonomy with Balance
Often overlooked, Gen X now forms the spine of many firms. They grew up and their career developed during economic shocks, changing tech, and the shift toward flexible work.
What they want:
- Trust, independence, and growth opportunities. They’ll get the job done without needing constant input, but value support when it counts.
What to consider:
- They’re often balancing work and family. Flexibility isn’t a perk, it’s essential. Offer remote options and let them lead with space, not micromanagement.
Millennials (1981–1996): Purpose-Driven and Collaborative
They make up a large part of the associate pool and many junior partners. They’ve grown up with digital tools, value teamwork, and want to feel proud of where they work.
What they want:
- Feedback, clarity, and wellbeing support mental health, gym access, flexibility. They’re looking for firms that live their values, not just talk about them.
What to consider:
- If your firm promotes inclusion or balance, make sure the reality matches the messaging. This generation notices when the walk doesn’t match the talk.
Gen Z (1997–2012): Clear Expectations and Flexibility
The newest cohort is digitally fluent and candid. They’re not shy about saying what they want and they’re not afraid to leave if they don’t get it.
What they want:
- Remote options, fair leadership, and clear paths to growth. They expect communication that’s fast and honest, not filtered through layers.
What to consider:
- They want to be heard. Firms that actively listen and respond will stand out. They’re not trying to disrupt tradition for the sake of it; they just expect a workplace that reflects the world they live in.
Conclusion - No One-Size-Fits-All
Every lawyer is different, but generational patterns do matter. Law firms that understand what each group values are better positioned to retain talent, avoid friction and build teams that do work effectively together.
It’s not about pandering. It’s about paying attention—and making sure your firm is somewhere people want to stay. As you all know, recruitment of new staff is expensive and time consuming so retaining staff at all levels is important.
Lee Walker is an expert in legal recruitment with 10 years’ experience. He currently focusses on the London private practise market. For a confidential discussion on the legal job market including staff retention and salaries, please do not hesitate to get in contact.
