Workplace managers have adapted to many new trends and activities over the years. There has been the invention of the laptop, mobile phone devices, telecommuting, etc. These managers, people who lead and handle the different workstyles of the workplace, need to be individuals that are ready for new changes that will occur in the workplace. This includes new trends that comprise technological advances and new applications of current technology. However, Generation Z is continually impacted by current technology. Generation Z is defined as anyone born from the mid-1990s to the early 2010s (Strauss and Howe, 1991). These are the first true ‘smart’ technology natives to our world, as originally noted by Marc Prensky (2010). He describes Generation Z as “Digital natives are today’s young people who were born into the digital era and are growing up exposed to the continuous flow of digital information. Digital natives are a generation or population growing up in the environment surrounded by digital technologies and for whom computers and the Internet are natural components of their lives. They do not need to familiarize themselves with the technology by comparing it to something else” (Prensky 2010). The way they communicate amongst themselves, each other, and the entire world has become faster, more accessible, and has made the world a smaller place. This has impacted the manner of how they communicate and the standards of what they expect when they are communicating with each other. There is a concern in the workplace: How will this heightened use of communication tools in Generation Z affect their workplace habits? This is what I have explored and will be discussing in this paper. An in depth look at how technology has impacted Generation Z’s communication habits and skills, whether this will help or hurt them in the workplace, and what managers of the workplace can do to help themselves and their peers interact with this new generation.

The purpose of this project was to evaluate the State Bar of New Mexico's (SBNM) new podcast series, SBNM is Hear. The podcast was initially developed as a member outreach tool and a new platform for professional development and survey questions were developed to gauge the podcast’s effectiveness in these two areas. An electronic survey was deployed to active members of the SBNM through email. Respondents were asked questions regarding their demographics, whether they had listened to the series, and what content they would like to hear in the future. The survey resulted in 103 responses, of which 60% indicated that they had not listened to the podcast. The results showed that listenership was evenly divided between generations and that more females listened to at least one episode. The open-ended responses indicated that the two cohorts of respondents (listeners and non- listeners) viewed the podcast a potential connection to the New Mexico judiciary. Future recommendations include conducting an annual survey to continue to understand the effectiveness of the podcast and solicit feedback for continued growth and improvement