Different generations — why equity, diversity and inclusion matters for your firm's future

Taking time to understand and nurture the legal sector’s multigenerational workforce will benefit firms as well as their employees, says EDI consultancy Diversity+. 

When we discuss equity, diversity and inclusion (EDI), often the main groups of race, gender, religion, culture and disability come to mind. But the matter of age is often overlooked.

Every generation brings a new approach to the legal industry, whether it’s younger lawyers taking their first steps into the workforce or those nearing retirement and at the peak of their careers. Established professionals hold a refined expertise built over a long legal career; emerging students and trainees bring a fresh perspective and innovative thinking.

But different approaches can also give rise to conflict. The contrasting priorities, goals, ideas and expectations of polarising generations are becoming an increasing issue as we retire later and are working within multigenerational firms. We call this phenomenon ‘the intergenerational gap’, and it’s a growing issue that legal firms need to face and find solutions to.

For the first time, many organisations are seeing six generations of employees working side by side (Harvard Business Review). From the newest generation, Generation Alpha, embarking on school work experience and, in the coming years, their first jobs, to Baby Boomers in leadership positions, the modern workforce is as diverse in age and experience as it has ever been.

Given Gen Z are expected to make up 27% of the workforce this year (World Economic Forum; Manpower), with Gen Alpha not far behind, we must consider the different approaches and needs of these emerging generations compared to those in leadership positions, to foster cohesive teamwork, clear communication and a harmonised workplace.

The intergenerational gap and EDI efforts

We can all agree that EDI efforts in the Scottish legal sector have come a long way in recent years. The Law Society of Scotland’s Diversity Data 2022/23 reported that more than 4% of the profession is from a Black, Asian and Minority Ethnic (BAME) background, an increase of 0.63% from the previous Diversity Data report in 2020/21. This proportion is even higher for those under the age of 30, with 10% being from an ethnic minority background.

Gender equality is also continually improving, with 57% of solicitors being female, up from 55% two years ago. More than 4% of the profession identifies as LGBTQ+, up from 3.2%, and over 5% has a disability, compared to the previous report of 4.8%. Where social mobility is concerned, at least 67.1% of the profession was state-educated, compared to 66.7% in the last report. Again, this is even more evident among younger solicitors, rising to 72.94% of those aged under 30.

While this is positive news, the opinion on how well we are continuing to improve is a prime example of the intergenerational gap.

A study from Nigel Wright found that 57% of UK businesses regard EDI as a strategic priority when recruiting new staff. Yet priority does not equal action. A UK Government report found that while employers want to ‘do the right thing’, they are implementing EDI strategies without an evidence base or follow-up process to analyse the impact of those strategies.

This lack of follow-up between intention and action is being noticed by younger generations. Accenture found that Gen Z are more concerned about workplace culture than Baby Boomers. They also reported that 68% of leaders believe they create inclusive, empowering environments, yet only 36% of employees agree. Similarly, younger generations are more motivated by EDI actions when searching for their next role, with 56% of Gen Z workers stating that they would not accept a role at an organisation that did not have diverse leadership (Manpower).

There is a clear discrepancy between the intentions of leadership and the actions and results that Generations Z and Alpha want to see.

EDI political landscape in 2025

The current political landscape surrounding EDI is another example of conflict arising from the intergenerational gap.

Younger generations want to work for companies that are investing in EDI. According to Manpower, 68% of Gen Z workers are not satisfied with their current organisation’s progress in creating a diverse and inclusive environment. Yet political movements, namely in the US and led by Baby Boomer politicians, are reducing the emphasis on EDI strategies, with some terminating EDI programmes completely.

Older generations are viewing EDI as a completed achievement, enforcing the idea that further EDI work undermines equality for those in majority groups. It is important to keep in mind why this is the case. Baby Boomers have witnessed a drastic change in EDI throughout their lifetimes, from the first development of revolutionary equality laws to today’s society, where EDI is a commonly discussed topic. They have likely also been influenced, whether consciously or unconsciously, by the views of generations before them.

However, younger generations are the most diverse yet, with the Census Bureau projecting that Gen Z in the US will be majority non-white by 2026 (World Economic Forum). This fuels the younger generation’s emphasis on further EDI improvements and their desire for transparency about EDI goals, actions and results from the firms they work for. They are more motivated by EDI in the workplace and more vocal about their opinions and activism than any generation before them.

Different approaches to work ethics and work–life balance

Those born in earlier generations are, on the whole, more traditional in their career journeys. They prioritise a linear career climb, often sticking to one employer for a long time. Gen X average 5.2 years with an employer, and Baby Boomers 8.4 years (RippleMatch). They value hard work and commitment to their firms, and salary is a marker of success. The term ‘work–life balance’ was not coined until later in their careers, in the 1980s.

On the contrary, younger generations are taking a far less traditional approach. They are not averse to corporate work but value salary less than any other generation; instead, they see flexibility and remote work as a priority (World Economic Forum). They are focused on building a positive work–life balance and value change, innovation and non-linear career journeys. Because of this, younger generations are also more likely to change companies. Millennials stay with an employer for an average of two years and nine months, and Generations Z and Alpha are expected to follow suit (RippleMatch).

These polarised approaches to careers and personal goals can lead to a tense working environment. Leaders are expressing concerns that the new workforce lacks commitment and work ethic, and younger workers find traditional approaches antiquated and unfair. Given the traditionality of the Scottish legal sector, without mutual learning and understanding to close this intergenerational gap, firms will struggle to recruit and retain talent from both spectrums.

Addressing the gap: three-stage approach

How do we address and close the intergenerational gap? At Diversity+, we see it as a three-stage approach. We need to first understand what aspiring solicitors of tomorrow want. Second, we must understand the needs of the workplace. And last, but certainly not least, we must consider the needs of leadership.

1. Understand what aspiring solicitors of tomorrow want

Gen Z and Alpha want flexible working options and are committed to organisations that offer a good work–life balance. They are applying to firms that are investing in EDI improvements, acknowledge their downfalls and actively strive to do better. They want to see diverse representation at all levels of leadership.

The younger generations are also putting less emphasis on linear careers and are instead embracing change and multifaceted learning. Fixation on degrees and specific work experience will not only turn away talent but can be viewed as non-inclusive from a social mobility perspective. Instead, appreciation of transferable skills and varied experiences is valued, not only within the legal industry itself but also in other industries, making the competition for talent all the more fierce.  

It also pays well to be clear and honest about the needs of the workplace in advertisements. Younger generations of lawyers don’t want surprises. They want to know what your firm expects of them, the culture they are potentially joining and the expectations of their role, so they can plan for and achieve the work–life balance they are looking for.

The younger generations of lawyers are the future of the Scottish legal sector. We need them to create a succession plan, allowing retiring solicitors to prepare an exit. Meeting their needs will also help maintain a healthy industry – one that fosters strong client relationships, encourages innovation and promotes diversity and inclusion.

2. Know the needs of the workplace

We are working in the most diverse firms that have ever existed, both in terms of generational differences and other factors such as gender, race and religion. A thriving workplace will embrace these diverse perspectives and nurture inclusion and harmony. Those who don’t will suffer.

Knowledge sharing is the first step to creating this environment. Avoid assumptions that each generation thinks the same. Instead, utilise each other’s perspectives and knowledge. Younger generations can learn from the experience of older generations. Leaders can learn new perspectives from younger generations. Mentoring has always traditionally been aimed at newer, younger workers learning from esteemed, older colleagues. Approaching mentorship as a two-way relationship, where both generations learn from each other and coach each other, results in better communication, higher command for respect from both sides and successful overall learning in the workplace.

3. Consider leadership needs

While the emphasis is often on meeting the needs of new, incoming lawyers, we must also consider leadership needs. They face a tough balance between the traditional values of hard work and linear careers that they have followed, with the younger generation’s more flexible approach.

The traditional approach of older generations is how expert-level knowledge is built and is a crucial element in nurturing the leaders of tomorrow. Leaders are expressing concern that the younger generations are not as committed as their predecessors.

Their concerns are understandable but, unfortunately, also perpetuate the ‘them and us’ cycle and the outdated ‘we did it the hard way’ narrative. Leaders must not view the approach of young lawyers as an adversary to hard work. Instead, firms can encourage commitment and loyalty by meeting the needs of their new talent. Ask existing young employees what their generation is looking for in new roles. Utilise anonymous surveys to ensure your workplace is meeting the standards that younger generations are looking for. Offer flexible working environments, access to continued learning and opportunities for movement between roles within the firm. These are examples of approaches that meet the needs of young talent while nurturing hard work and commitment to a single firm.

Ultimately, younger generations are not averse to hard work. But they are looking for an employer who will nurture and respect their needs in return. Filling knowledge gaps on both ends of the spectrum, through initiatives such as two-way mentoring, improved communication and better cultural intelligence, will help to bridge the intergenerational gap and pave the way for thriving, multigenerational firms. A little extra attention now to close the intergenerational gap is a necessary move – one few firms can afford to ignore.

Written by Iona Nelson, part of the team at Diversity+, an equity, diversity and inclusion consultancy offering bespoke EDI strategies and training sessions to firms and organisations in the Scottish legal sector. Diversity+ also runs the Diversity+ Law Academy, which supports fourth-year and diploma law students from less advantaged backgrounds. This programme builds their skills and confidence, helping them secure a traineeship and ultimately supporting them through their career journey. Visit the Diversity+ website for more information about its services and projects.