The Modern Law Office: Meeting the Expectations of Today’s Legal Talent

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By Jamy J. Sullivan, JD, Executive Director, Legal Practice Group, Robert Half

For several years now, finding and attracting legal talent has proved one of the greatest business challenges law firms and legal departments face. How does your own operation stack up to the competition?

When I think of what makes the modern law office attractive to candidates, a more holistic approach to career development and work-life balance comes immediately to mind. If you want ambitious legal professionals to join your organization and stay, it may be time to consider ways to transform your workplace and employer brand to reflect a legal practice built for the future.

Recruitment is top of mind for most leaders in the legal field, according to research for Robert Half’s Demand for Skilled Talent report. Half of those surveyed plan to hire for new permanent roles in the second half of 2024, and another 41% expect to staff vacated permanent positions.

At the same time, the legal talent pool remains tight, with 91% of lawyers and managers in law firms and legal departments reporting challenges finding skilled talent. Fierce competition for candidates can result in hiring delays and, consequently, decreased productivity and service quality.

In a field known for historically long hours, changing industry dynamics and high education costs, employers are under increasing pressure to evolve to meet the needs and expectations of today’s legal talent, inclusive of current and potential employees.

Lawyers and legal professionals still prioritize competitive compensation, of course. But for many, it’s not the sole deciding factor when choosing an employer. Flexible schedules, remote work, efficiency-improving technologies, and learning and mentoring programs are also big considerations. These offerings can help legal organizations foster an employer brand that stands at the leading edge of an industry-wide transformation.

Finding and hiring legal talent today means running a modern law office that will be a magnet for talent. Let’s look more closely at these expectations:

Digitization is attractive to lawyers and legal professionals looking for a dynamic, evolving work environment that embraces new technology. And it’s not just younger professionals looking for ways to integrate technology into their daily tasks to drive efficiency, innovation and results. Everyone wants to work smarter. For example:

E-discovery platforms have become instrumental in document reviews and legal research, enabling real-time keyword searches and analysis and speeding up and enhancing case management.

These platforms are increasingly driven by generative AI tools, which are gaining traction in legal settings. Larger firms are even developing their own AI tools, customized for specific practice areas or use cases. They’re not intended to replace lawyers or legal professionals, but rather to take over routine, time-consuming tasks, freeing them to apply their expertise more strategically.

Cloud computing is becoming essential in legal workplaces, enabling employees to access and manage documents and data remotely.

No-code and low-code process automation is technology non-programmers can use to develop applications for their own business uses. These tools are increasingly being used to streamline repetitive tasks common to complex legal procedures like litigation.

Want help integrating today’s new technologies? Ask about world-class legal consulting from Robert Half and Protiviti.

The shift toward flexible work has been a game-changer for the legal field. With advanced communication tools and document automation, legal professionals can manage cases from anywhere securely and in real-time. This flexibility not only enhances work-life balance but opens employers up to a broader pool of legal talent less bound by geography.

According to an analysis of more than 1 million job postings created in Q2 2024, 46% of managers in the legal field allow employees to work remotely part- or full-time as a way to retain employees. Still, that’s fewer than half in a field where high-caliber professionals are drawn to flexible work.

In a separate Robert Half survey, legal professionals cited remote work options as a perk most important to them, second only to flexible work schedules. Legal organizations that can offer hybrid work arrangements and flexible schedules will stand out in today’s hiring market.

When legal professionals don’t receive the guidance they need to stay engaged and effective in their jobs, recruitment and retention troubles follow. Legal job candidates value career development opportunities and consider them carefully when deciding which organization to join. Offering tuition reimbursement programs, internal training, and other in-person and virtual upskilling opportunities shows you are invested in your employees’ growth and success, which can lead to increased motivation and loyalty.

Even small legal operations can demonstrate a commitment to helping professionals stay competitive by giving them access to and helping facilitate participation in legal conferences and seminars, legal writing workshops, leadership management and training courses, and pro-bono work.

Going deeper, creating a culture of continuous learning means taking time to understand the long-term career goals of your valued performers, so you can help remove barriers and help them make progress.

Law firms and legal departments are responsible for complex, high-stakes work that often requires advice and knowledge transfer among professionals. This is why mentoring plays such a vital role in legal professionals’ success. It ensures the continuity of best practices and helps maintain the integrity of the legal profession as a whole.

Investing in mentorship programs, including reverse mentorships, opens opportunities for legal staff at all levels to build relationships and learn from each other, while gaining more visibility into their own potential career path. A strong mentoring culture is particularly meaningful for hybrid and remote employees who might otherwise feel isolated or disengaged.

In workplaces without a structured mentoring program, managers can still create a norm of encouraging newer professionals to approach respected mid- or senior-level attorneys about developing a mentoring relationship. In addition, professional associations can match lawyers, paralegals and legal assistants with mentors in their specialty.

Tied to a culture of mentorship and knowledge transfer should be a strong succession planning strategy. Yet 40% of legal hiring managers are concerned about lack of succession candidates within the company, and almost as many (41%) believe upskilling programs at their organization are insufficient.

Clear pathways for advancement appeal to ambitious legal professionals and, more broadly, establish an environment where seasoned experts guide and develop emerging legal talent. For clients, succession planning signals stability and forward-thinking.

You can demonstrate your commitment to your legal team’s well-being by getting them help during busy times and avoiding the serious risk of burnout. According to Robert Half research, the most common cause of burnout is heavier workloads, which can overwhelm law firms and legal departments unable to hire quickly or efficiently enough to cover a higher volume of cases or client requests.

Fortunately, the legal field is increasingly embracing scalable talent models, using contract talent to help meet deadlines with pending projects, launch new initiatives, handle unexpected upticks in work and avoid burnout among staff.

Research for the Demand for Skilled Talent report shows more than half of law firms and legal departments plan to engage more contract professionals in the second half of 2024. Law firms use contract talent from paralegals to experienced attorneys, while corporate legal departments often need contract talent for in-house corporate counsel, contract management and administrative roles.

How does a scalable talent model work? In short, a law firm or legal department brings in contract professionals and consultants as long as needed to alleviate staffing and skills gaps and keep high-priority projects on track. This strategy helps ease the burden on your core team for defined periods. If your requirements or challenges are ongoing, you can consider engaging contract professionals for full-time roles.

A last reminder to every legal business or department: Modernizing may be the only way to attract and retain clients — not just staff — too. Many of these adaptations can also help you deliver better legal services to your customers and stakeholders.

We all play a part in creating a future-ready workforce that will lead the increasingly competitive and complex field of law into the next decade. The modern law office — which values personal and professional growth, flexibility, and technological proficiency — is where this talent will gravitate to and grow.

Find contract and permanent legal talent now.

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The Digitization of the Legal Profession: How to Adapt, Innovate and Thrive