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Posted September 2024Before any of you call me to see if I've had a stroke, “cheugy” is a Gen Z slang term for “uncool." Fall brings the arrival of new associates to many law offices and may unleash the latest workplace debate: in-the-office vs. remote work. In the last month, Amazon's CEO announced that the giant retailer would start requiring employees to “be in the office outside of extenuating circumstances." That might mean (gasp) that people would have to be back in the office five days a week. The simultaneous blowback to that proclamation was massive. The latest group to hit the workplace, Gen Z, did not seem happy. So what does this mean in the legal industry?
We all recall the pandemic-induced retreat from in-person work. What started out as a mandate from state, local, and even federal governments soon became a lasting trend. For many white- collar businesses, including law firms, management soon figured out that Zoom connections could replace face-to-face meetings. Advances in technology made the transition to remote work easier. Of course, some sectors of the legal community, primarily litigators, suffered during COVID since depositions, hearings, and even trials were made more difficult. However, as things progressed, even old-dog trial lawyers learned to do more things electronically. Studies have shown that overall, the average share of a work week spent remotely had jumped as high as 60%.
After COVID, many law firms continued to offer at least hybrid options for its staff and attorneys. Employees were permitted a certain number of days to work remotely with the remainder expected to be in-office times. A Thompson Reuters survey in 2024 showed that 56% of respondents required lawyers to come into the office at least three days per week. Some firms did away with permanent office space and instead provided “hotel” arrangements where lawyers could reserve an office for the days they came in person to work. Younger lawyers continue to ask for flexibility on office attendance and that option is sometimes a deciding factor in recruiting.
As you would suspect, older lawyers often grumble about requests to work from home. But some of that uneasiness may be justified. The practice of law, like many professions, heavily relies on mentorship and on-the-job training. It's unclear how Zoom or empty offices may affect that process. In addition, most firms provide work to associates and younger lawyers from the top down. That may mean that an older attorney who gets in a new matter may walk down the hall to assign work instead of an email seeking assistance. This means lawyers who are present in the office may have an advantage in securing new work.
As with most issues related to intergenerational management, communication is the key. Open conversations about attendance expectations may assist in better attitudes about both remote work and in-office work. The resistance to the Amazon announcement indicates that Gen Z and subsequent generations are not going to let go of working from home at least some of the time.
Instead of a heavy-handed “be here or be gone” requirement, firms should ask their employees about strategies that strike a middle ground. What can be done effectively via Zoom or email? What sort of tasks must be accomplished face-to-face? Are we missing out on mentoring or team-building by being separated? Don't assume that it should work because “we have always done it that way”. Hard-headedness is definitely sus these days.
