What to know when hiring the next generation of lawyers
It’s not your grandfather’s law firm anymore. Technology, shifting societal norms and generational differences are reshaping today’s legal practices. To attract the new generation of legal professionals, lawyers must throw out “the way things have always been done” and reinvent their firm’s culture.
A recent study from employment and recruiting agency Robert Half found that only 35% of workers planned to look for a new job in 2024, down from 49% the previous year. With the legal job market boasting a low unemployment rate for lawyers and an increasing number of professionals choosing to stay put, competition for top talent is fierce. To thrive, firms must embrace flexibility, technology and cultural change to meet the needs of this emerging workforce.
Here’s how your firm can adapt to the challenges and opportunities ahead.
The cultural shift: What younger generations want
Generation Z is entering the workforce with strong preferences for flexibility, technology-driven solutions and meaningful work. These younger professionals are challenging long-standing traditions in the legal profession, particularly the rigid, hierarchical structures and work-life imbalance that older generations may have accepted as norms.
1. Flexibility as a baseline expectation
Flexibility is nonnegotiable for today’s workforce—63% of all legal professionals say remote work options are among their most valued perks, according to the Robert Half study. While the COVID-19 pandemic normalized remote and hybrid work models, many firms have maintained in-office operations.
According to Smokeball’s State of Law report, about two-thirds of responding firms with fewer than three employees are not hiring remote staff, while about 70% of firms with more than three employees are operating entirely in person. This misalignment of expectations creates a significant challenge for firms looking to hire.
To attract younger talent, consider adopting hybrid models that allow employees to work remotely. Offering flexible hours, remote work options and support for maintaining work-life balance demonstrates a willingness to prioritize employee well-being, an important factor for the next generation.
2. Embracing technology as a growth driver
The younger generations grew up in a world where technology is second nature. They expect firms to operate efficiently with the best tools at their disposal. Yet many firms still rely on outdated processes.
Lawyers are cautious by nature, which contributes to their hesitancy in adopting new technology. Modernizing your practice doesn’t have to mean adopting the flashiest legal tech solution available. Start simple with software that optimizes workflow, automates repetitive tasks and enhances collaboration—especially in hybrid or remote environments.
Features like automatic time tracking, document management and integrated billing systems can reduce overhead, increase productivity and make the workday more manageable for new and seasoned attorneys. These use cases deliver immediate value with fewer risks than more complex artificial intelligence applications while addressing the workload concerns of younger legal professionals.
Survey feedback revealed an interesting trend about AI today: While respondents initially identified legal research and document creation as the most likely areas for AI impact in its current state, a broader view emerged, suggesting that as familiarity with AI tools grows, they anticipate its influence extending to a greater number of tasks within a firm.
3. Rethinking law firm culture
Gen Z values authenticity, inclusivity and opportunities for professional development. Traditional firm hierarchies can feel rigid and alienating to this generation, which thrives on collaboration and transparency.
Creating a more inclusive and supportive culture means fostering open communication, offering mentorship opportunities and providing clear paths for growth. Younger attorneys want to feel valued and included in decision-making processes. They are less likely to tolerate toxic work environments, where long hours and high stress are considered the price of success.
Moreover, prioritizing mental health and well-being is critical. Wellness programs, mental health days and a genuine commitment to reducing burnout are no longer optional; they’re competitive advantages in attracting and retaining top talent.
Adapting hiring practices
As firms evolve culturally and technologically, hiring strategies must follow suit. According to Robert Half’s research, 91% of legal hiring managers report difficulties in hiring skilled candidates. To navigate this, you should rethink your firm’s approach to recruitment, onboarding and training.
1. Broaden the talent pipeline
With the “Big Stay” in effect, fewer professionals are actively job hunting. Firms have to expand their search beyond traditional recruitment methods. This might include partnering with law schools, offering internships and participating in mentorship programs.
Additionally, firms should tap into the growing pool of contract professionals. According to Robert Half’s research, “71% of law firms and legal departments plan to increase their use of contract professionals through 2025” to meet short-term or project-based needs. Contract roles can serve as a stepping stone to long-term employment, giving the firm and the attorney a chance to assess fit.
2. Prioritize training and development
Firms must go beyond onboarding to offer continuous training opportunities, particularly in emerging areas of law and technology. Upskilling existing staff in AI tools, legal tech platforms and new practice areas like cybersecurity law not only benefits the firm but also helps retain ambitious employees.
Investing in leadership training for young attorneys can also prepare them for future roles within the firm, ensuring a smooth transition as senior lawyers retire. This kind of planning is essential for future growth.
Timelines and investment in change
Adapting to attract and retain the next generation of lawyers won’t happen overnight. A cultural shift requires deliberate planning, implementation and buy-in from leadership. Here’s a road map to help your firm get started.
Short term (6-12 months):
- Introduce flexible work policies, such as remote or hybrid options.
- Audit your technology stack, and invest in tools that enhance efficiency and collaboration.
- Launch well-being initiatives like wellness stipends or mental health days.
Midterm (1-3 years):
- Expand recruitment efforts, targeting law schools and diverse candidates.
- Develop robust training programs, including tech upskilling and leadership development.
- Evaluate firm culture through surveys and focus groups to identify areas for improvement.
Long term (3-5 years):
- Embed flexibility and well-being into your firm’s core values.
- Continuously assess and adapt to emerging trends, such as AI in law.
- Build a reputation as an innovative, inclusive employer to remain competitive in the hiring market.
The future is flexible, tech-forward and inclusive
Hiring the next generation of lawyers is more than a recruitment challenge—it’s an opportunity to redefine what it means to be a modern firm.
Firms that blend technological innovation with workplace well-being will attract the best and brightest talent, foster a fulfilling workplace and deliver better results to their clients.
Ruchie Chadha is the president of Smokeball, a company that offers legal practice management software to lawyers. In her role, she oversees the product, marketing, sales and client teams. Before joining Smokeball, Chadha was a family law lawyer serving the Chicagoland area. She has firsthand experience identifying inefficiencies and areas of opportunity within the case management lifecycle. Combining her background and the power of technology, Chadha now focuses on delivering innovative solutions to lawyers, so they can better serve their clients and build healthier businesses.
Mind Your Business is a series of columns written by lawyers, legal professionals and others within the legal industry. The purpose of these columns is to offer practical guidance for attorneys on how to run their practices, provide information about the latest trends in legal technology and how it can help lawyers work more efficiently, and strategies for building a thriving business.
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This column reflects the opinions of the author and not necessarily the views of the ABA Journal—or the American Bar Association.
