On April 18, 2024, Leopard Solutions, a leading legal intelligence company, and Major, Lindsey & Africa, a legal recruiter, co-hosted a breakfast presentation at the NALP conference in Boston titled “Beyond Tradition: Gen-Z’s Approach to Big Law.”
The event examined the experiences of newly practicing Gen-Z junior associates within law firms. Laura Leopard, Founder & CEO of Leopard Solutions, along with Managing Directors Jackie Bokser and Nathan Peart from Major, Lindsey & Africa, shared valuable insights from their survey, including perceptions of law firm culture, long-term career aspirations, and the adequacy of legal education in preparing for the practice of law. Here’s a summary of the discussion:
Gen-Z’s Approach
Describing Gen Z as distinct from other generations is akin to contrasting pink with green. Gen Z individuals often exhibit a sense of pessimism and harbor climate anxiety alongside firm convictions on diversity, sustainability, and authority. They vocalize a belief that companies are responsible for addressing environmental and social concerns.
About the Respondents
In our survey, Gen Z respondents primarily resided in the USA, with a majority engaged in litigation, followed by financial services and M&A sectors. Among them, 42% had been with their firm for less than a year, 21% had a tenure of one year, and another 21% had been with their firm for two years. Females represented 56% of respondents. Regarding ethnicity, 55% were white, 9% African American, 11% Asian, 8% Hispanic, and 4% Middle Eastern/North African. Notably, 92% were employed at an AMLaw Top 200 firm.
The Level of Preparedness of the Gen-Z Associates
Did your experience at your current firm align with your expectations from law school? 69% answered affirmatively. However, when broken down by gender, 64% of women and 76% of men responded positively. Many selected their firms based on perceived culture, reputation, and compensation. Additionally, 79% expressed satisfaction with their assigned work.
Many respondents responded positively when asked if they would choose the same firm again. For those who answered negatively, culture was the predominant reason cited. They observed negative changes in the culture and the firm itself. Some also mentioned that their practice differed from their expectations, and they may have underestimated the workload.
Did your legal education adequately equip you for your current role at the firm? 55% answered positively. However, many responses highlighted the limited scope of legal education, primarily focused on litigation while neglecting transactional work, IP, and other essential practices prevalent in law firms. They noted a lack of practical training, leading them to find the work highly vocational. Practical skills were identified as a top priority in various forms. The fact that 45% felt unprepared for their schooling for their job is significant.
When asked how they would improve legal education, respondents expressed a desire for more practical courses and an emphasis on essential skills relevant to their work. Even basic software skills like Excel and Adobe were mentioned. They proposed a radical shift towards a practical internship model within law firms, allowing students to gain hands-on experience and learn directly from practicing attorneys.
What are the Junior Associates’ Goals
When questioned about their ultimate career aspirations, 36% expressed a desire to attain partnership at a law firm, 24% aimed to transition into in-house positions, and 9% planned to exit the legal profession altogether. Analyzing these responses through a gender lens revealed notable disparities. Only 37% of women expressed a goal of making partner, compared to 55% of men. Conversely, women were more inclined towards in-house roles (37% compared to 15% of men). They expressed greater interest in government and nonprofit work. However, men indicated a higher propensity to leave the legal profession, twice the rate of women.
Regarding their intended tenure at their current firm, 67% planned to stay for three or more years. When disaggregated by gender, men expressed a 17% higher likelihood of staying for three-plus years compared to women. Conversely, more women than men indicated a preference for staying two years longer by 12%.
How Self-reported Data Compares with Real-world Outcomes
To assess the alignment between their projections and actual outcomes, we examined our database and found that 72% of entry-level hires with a JD year of 2021 remained at their firms. However, many are still considered juniors, and thus, they have the potential to depart before reaching the three-year mark. It’s important to note that only some of these hires were made in 2021.
Analyzing exit data for Gen Z individuals leaving their firms, we observed that 22% return to a Top 200 firm, 20% enter other law firms, and 12% pursue opportunities in government. Comparing their exits to all exits in the Top 200, we observed some differences, particularly in government entrance, where 12% of Gen Z individuals enter compared to just 5%. Additionally, entrance into law firms was down 2% for Gen Z compared to the entire group.
When examining a single class, it’s evident that not all were hired in the same year. Retention rates were higher for those hired in 2021 with a JD of 2021, while retention slipped by 13% for those hired in 2022.
Cultural Differences
We inquired whether their career goals had changed since starting at their current firm. A significant majority (64%) responded in the negative. However, when analyzed by gender, we observed that more women than men had changed their goals since joining their firm. Specifically, 41% of women answered affirmatively, compared to only 29% of men. Reasons for this change included realizing that making partner was not as desirable as initially thought and experiencing a poor work-life balance.
Unsurprisingly, a majority (52%) would trade a portion of their compensation for a reduction in billable hours. This preference was more pronounced among women than men. Additionally, 36% voted for more time off, a choice favored more by women, alongside expressed interest in student loan assistance and fully remote working arrangements.
63% of respondents agree that partners at their firms care about associates. Only 21% strongly agree that their firm prioritizes pro bono work. 43% agree that their firm values social responsibility and justice. Merely 13% agree that there is a sexist culture at their firm, which is seen as a beacon of hope for all. Only 34% agree that their firm’s associates are ethnically diverse. 43% said their firm follows through on its stated diversity goals, and 38% believe their firm aligns with their values.
Seeking Meaningful Change
Regarding mentorship programs, 84% reported the presence of a formal mentorship program. Of those, 65% stated that mentors were assigned randomly, while 22% were selected by a partner. The impact of mentorship programs on their development yielded mixed results. However, upon analyzing the breakdown of mentorship selection methods, those randomly assigned mentors were seen as the least effective cohort, with 43% in agreement and 28% in disagreement. Conversely, when mentors were chosen by partners, 70% agreed, and 9% disagreed. Similarly, when associates chose their mentors, 63% agreed, and 15% disagreed. Regarding diversity initiatives, only 43% agreed that there was a positive impact, while 21% disagreed.
Respondents expressed desires for changes within their firms, with the most common request (39%) being a reduction in billable hours. Additionally, 20% emphasized the need for increased diversity in leadership and among partners, along with a stronger emphasis on diversity by the firm. Another 17% requested more mentorship and training opportunities, with an emphasis on incentivizing mid-level and senior associates to stay and foster mentorship relationships with juniors. Similar percentages sought simple business changes, such as flexible remote work, vacation coverage, and improved work-life balance. Lastly, 7% requested more flexibility, remote work options, and mental health check-ins.
