In the traditional world of law, there was once a scenario where partners and associates were largely aligned. A culture of hard work and unwavering commitment formed the foundation of success. But is that still the case today?
A new reality in the legal profession
In recent years, we’ve seen a clear shift: the expectations of partners no longer seamlessly align with those of the younger generation of lawyers. This trend—intertwined with the rise of flexible working, the focus on work-life balance, and an increasingly assertive workforce—has had a profound impact on talent retention within the legal profession.
A changing landscape
The traditional image of the lawyer who is willing to work around the clock is beginning to fade. The new generation of lawyers seeks a healthy balance between work and personal life and is less willing to sacrifice their well-being for professional success. This shift reflects a broader societal change, where people increasingly value personal welfare and private life over purely professional achievements.
But what does this mean for the traditional norms of dedication and sacrifice in the legal world?
Challenges for partners
Many partners see this shift as problematic. The concept of a healthy work-life balance is sometimes viewed as a lack of commitment. They often feel frustration and a sense of disconnect with the new generation of lawyers, who appear less willing to make the sacrifices they themselves once made. It’s important to remember that these partners represent an era when most trainees were unpaid, with only the largest firms offering minimal compensation.
One of the biggest obstacles to change is the pressure partners feel to meet client expectations. How can law firms strike a healthy balance between the needs of their employees and the demands of their clients?
More and more companies claim they don’t expect their legal advisors to be available 24/7. Yet, conversations with lawyers reveal a different reality. It’s a classic case of “not wanting to know how the sausage gets made.” When push comes to shove, lawyers are judged harshly if they’re not immediately available.
This puts pressure on partners—even those who are mindful of their team’s mental well-being—ultimately fostering a culture of constant availability and increasing the risk of stress and burnout.
A new standard
Until recently, law firms were male-dominated. In the past few decades, however, we’ve seen a shift towards a more inclusive workplace, where both men and women strive for equal opportunities both in the office and beyond. This has fuelled a growing desire among lawyers—regardless of gender—to build a successful career without sacrificing their private lives.
Moreover, young lawyers are placing greater emphasis on their own needs. They now create a list of demands that firms must meet and are less willing to compromise on issues like pay, flexibility, and workload. If firms fall short, they’re more likely to consider careers outside the legal sector.
The impact of high workloads in law
One of the most concerning aspects of the current legal landscape is the exodus of talent, with many women choosing alternative career paths. Law firms invest significant time and resources into training their employees, so it’s problematic when this investment is lost as lawyers leave the profession. Firms are forced to start over repeatedly, often lacking experienced (senior) lawyers. This high turnover is unsustainable in the long term and only increases the workload for those who remain. But how can this be resolved?
Choices for the future
I see two options. A law firm can choose to maintain the status quo and accept high turnover as part of the business. Or it can critically evaluate its company culture and commit to structural changes.
It’s worth noting that the issue of high workloads doesn’t only affect young lawyers—partners feel this pressure too, perhaps even more so, given the ultimate responsibility they carry.
Firms that believe they can prevent high turnover simply by offering attractive salaries are missing the point.
Solutions
I certainly don’t claim to have all the answers. But I have observed, through conversations with firms and lawyers, the positive impact of certain initiatives aimed at improving retention. One thing is clear: tackling just one aspect isn’t enough. A holistic approach is needed to reduce overall pressure and lower the risk of stress and burnout.
The following measures have proven effective: lowering or even eliminating billable hour targets, adopting a team-based approach to case management, providing adequate support during and after office hours, embracing technology, offering flexibility, granting sufficient leave, ensuring cover during illness or absence, clear client communication about availability hours, and appointing a trusted contact person.
Despite their self-employed status, law firms are businesses at their core. It’s no surprise, then, that more firms are adopting professional management structures—this is a step in the right direction. After all, being a brilliant lawyer doesn’t automatically make someone a strong manager. Every partner leading a team should have at least a basic foundation in management. Just as legal skills develop through education and experience, management skills must also be trained and maintained.
Conclusion: The need for structural change in the legal profession
A combination of structural changes is essential. The evolving expectations within law firms have created a new reality—one that poses significant challenges for talent retention. While the culture of hard work remains dominant, the expectation of “unlimited” availability is no longer sustainable.
To address these challenges, law firms must adapt to the changing needs of their employees. They should aim to create a working environment that not only fosters professional growth but also supports a healthy work-life balance. Only by implementing meaningful, structural change will firms succeed in retaining the top talent that is critical to their long-term success.
Isabel Rosendor
Co-founder JustLawyers
Referentie [1] Advocatenbarometer 2020, Orde van Vlaamse Balies | Advocatenbarometer
🔗 Read the full article in Dutch on Jubel.be: Hoe behouden we talent in de advocatuur?