How law firms are rethinking career progression

For decades, the path to success in legal practice was clearly defined.

Associates worked hard to gain experience and show commitment in the hopes of achieving partnership status.

Now junior lawyers are questioning whether this journey aligns with their career aspirations and personal priorities. As a result, career paths are changing.

Recent research by LexisNexis found that associates believe that partners suffer from a lack of work-life balance. 71% of these associates place work-life balance on their list of top priorities.

Changing views on partnership are shifting perceptions about the future of legal work.

According to a survey of over 500 UK lawyers, 72% of senior legal leaders believe today’s associates are less loyal.

The data suggests loyalty isn’t the issue. It found that 68% of associates plan to stay at their firms, but many are less interested in becoming partners. They are looking for new paths.

Rising salaries across the profession have been improving associates’ financial stability.

The professionals entering the workforce have different expectations around work-life balance and mental wellbeing. They want greater control in developing their careers and pursuing alternative career directions.

Responding to change

New roles are emerging in firms. Roles that are becoming more popular include counsel positions, as well as law-adjacent roles in legal innovation, technology integration and client advisory services.

These may offer the challenge and salary a lawyer seeks without the responsibility of a partnership.

Other options provide more time outside of work.

Slaughter and May has a ‘switch on/switch off’ programme that allows associates to reduce part of their annual billable hour requirement in exchange for reduced compensation.

Although some of these changes aren’t supported in the traditional law firm model, new models are supporting them.

Virtual law firm, consultancy style and lawyer-led models are creating environments that offer alternative career paths and development beyond traditional legal skills.

Reimagining career progression

“The shift away from the partnership track is making law firms rethink career progression,” says Sharon Glynn, managing director at Travelers Europe.

“Firms are hiring specialists in data analytics, legal technology and project management to enhance their service delivery and streamline internal processes.

"These roles open up opportunities for lawyers seeking better work-life balance. By embracing new ways of working, firms accommodate a wider range of preferences and career paths than before.

"In the process, they are likely to become more attractive places to work – and better insurance risks as well.”

Artificial intelligence (AI) adds uncertainty

As career preferences in law firms change, AI’s potential to disrupt the traditional structure makes things more uncertain.

AI tools are streamlining routine tasks such as contract review, document analysis and legal research. Automation is reducing the demand for associates performing such tasks.

These changes free up time for junior lawyers and challenge the traditional structure where associates support a group of partners.

This structure has been a training ground for new lawyers to take more senior roles within a firm. Without it, it’s unclear how firms should train the next generation of lawyers.

Creating new opportunities

You can help your team manage the new landscape and boost resilience by:

• clearly communicating to help navigate these changes and protect your talent pipeline
• offering clear guidance on career options, providing professional development opportunities and clarifying your firm’s expectations
• maintaining open dialogue with junior lawyers to reduce uncertainty and build engagement and belonging
• embracing the value of non-partnership roles, particularly with the uncertainty of AI
• discussing the value of alternative career paths and outlining structured opportunities for growth
• providing mentorship programmes, skills training and regular feedback to help associates understand their potential and make informed career decisions

Sharon Glynn explains: “When firms proactively think about career alternatives and actively create new opportunities, they gain an agile mindset.

“This has positive effects on their overall risk resilience. They may be able to adapt more smoothly as the sector responds to changes in technology and demand for legal services.”