Exploring the Future of Remote, In-Office, and Hybrid Work in Law Firms

​As work environments across industries evolve, law firms are re-evaluating how best to support flexibility, productivity, and team cohesion. We work with firms that have diverse work policies, ranging from fully remote and fully in-office setups to the more popular choice of three days in the office and two days at home. Recently, conversations with HR departments have suggested that these policies may be shifting in early 2025. In light of these discussions, we thought it would be valuable to gain a clearer understanding of what employees are seeking and to see how well these emerging trends align with their expectations.

Our recent poll provides insight into employees’ views on this topic, revealing a spectrum of choices that highlight the unique needs of different roles and seniority levels. We asked:What work environment best supports your work-life balance and career goals?Here’s what we've found so far:

• 4% prefer a fully in-office environment, with junior, early-career staff as the main advocates, likely drawn to the hands-on experience and immediate mentorship it provides.

• 23% favour hybrid, mostly in-office, chosen largely by department managers and senior lawyers, who often value the mix of flexibility with in-person collaboration.

• 58% prefer hybrid, mostly remote. This model is particularly popular with senior lawyers and mid-senior risk and compliance professionals, who enjoy periodic office interactions without sacrificing remote flexibility.

• 15% favour fully remote work, with the responses mainly from mid-senior risk and compliance professionals, who value the autonomy of a remote role

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With such varied responses, it’s clear that no single model works for everyone. Law firms are now tasked with finding the right mix to support their people and stay competitive in a changing landscape. Below, we explore the potential benefits and challenges of each work model and what the future may hold for law firms.

Employee Perspectives: Finding the Right Balance

Remote Work Remote work has fundamentally shifted the way employees balance work and personal lives. The ability to work remotely can increase productivity and well-being by reducing commutes and providing a more flexible schedule. This is particularly beneficial for mid-senior professionals who value the autonomy and control remote work offers. Our poll results show a notable preference for remote work among experienced professionals, who likely have the independence and skills to thrive with less direct supervision.

However, junior team members may find a fully remote setup challenging. Learning the subtleties of firm culture, receiving informal guidance, and building relationships can be difficult without in-person interactions. For these early-career professionals, remote work may create barriers to organic mentorship, networking, and day-to-day learning opportunities that are crucial in the first few years of a legal career.

In-Office Work In-office work still plays a critical role for junior employees, allowing them to learn from observing senior colleagues, receive real-time feedback, and immerse themselves in the firm’s culture. The office fosters collaboration and relationship-building, helping newer employees integrate into the team more quickly. Our poll results underscore this, with only junior respondents favouring a fully in-office model.

For senior staff, however, a strict in-office policy may seem limiting. Many senior professionals seek the autonomy to manage their own time and responsibilities, balancing work with other commitments. For these individuals, flexibility isn’t just a preference but a key factor in job satisfaction and retention. The in-office model, while ideal for hands-on learning and team cohesion, can become restrictive for those further along in their careers, leading to potential burnout if flexibility is limited.

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Hybrid Work Hybrid work has emerged as a popular compromise, blending the benefits of both remote and in-office setups. It allows firms to maintain face-to-face collaboration while offering employees flexibility. As our poll reveals, hybrid with mostly remote days is the most popular choice, particularly among senior lawyers and mid-senior risk and compliance professionals. This model gives employees the best of both worlds: independence for focused work and periodic in-office days for collaboration and team connection.

Importantly, most firms have “core days,” where everyone is expected to work in the office. This approach can foster consistency, enabling staff to plan around shared in-office time for meetings, mentorship, and team-building activities. For junior team members, core days offer access to mentorship and on-the-job learning, while senior staff get the opportunity to connect without the confines of a full-time in-office requirement.

Employer Considerations: Productivity, Culture, and Talent Retention

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Remote Work For law firms, remote work presents a cost-saving opportunity, reducing office space needs and overhead expenses. The ability to recruit from a broader, geographically diverse talent pool is another advantage, especially for roles that don’t require frequent client interactions. However, remote setups demand strong communication practices, clear accountability measures, and robust cybersecurity to protect client information.

The future of remote work in law firms will likely hinge on technology. As firms invest in virtual collaboration tools and security, the feasibility of managing remote teams and ensuring confidentiality is increasing. Over time, more roles, including those in client-facing areas, may adapt to a remote setting as technology continues to advance.

In-Office Work In-office setups enhance real-time collaboration and teamwork, which are especially valuable in complex legal environments. Face-to-face communication is often quicker and more nuanced, supporting collaborative tasks that demand immediate input from multiple departments. However, fully in-office models come with higher costs—office space, utilities, and on-site resources add up. They also restrict firms to candidates who can commute regularly, which can be limiting in today’s competitive talent market.

Many firms view the in-office model as essential for fostering a unified culture. In the future, it’s likely that firms will continue using in-office days strategically for activities that benefit most from in-person interaction, such as training, client meetings, and major team projects. But whether these days need to be frequent or occasional may depend on the role and the team.

Hybrid Work The hybrid model is perhaps the most dynamic of all, catering to a range of employee needs and situations. It can allow firms to keep costs down while maintaining a physical presence for essential interactions. Our poll results reflect this model’s popularity, as it appeals to employees looking for flexibility without sacrificing all in-office interactions. For firms, however, managing a hybrid model requires strategic planning—deciding which days will be core in-office days, structuring team communication, and creating consistent policies around availability and accountability.

From a company perspective, however, hybrid work can sometimes present the worst of both worlds. Maintaining a full-time office space for a partially in-office workforce can be costly, as firms incur expenses for office space, utilities, and amenities regardless of how frequently employees come in. Additionally, hybrid work comes with heightened security challenges: remote work setups can make it more difficult to safeguard client confidentiality and data integrity, especially without robust IT infrastructure and cybersecurity protocols.

Despite these challenges, hybrid work also has potential long-term benefits for firms aiming to retain diverse talent. By offering a blend of remote and in-office options, firms can attract employees from different regions, backgrounds, and with varied personal circumstances. This flexibility may become a deciding factor as firms compete for top talent, and those that master the hybrid model could find themselves with a stronger, more diverse workforce.

Shifting Trends: More Firms Returning to In-Office Days

An emerging trend among some firms is the push for more in-office days, with a shift from three days in-office to four, leaving just one remote day starting in 2025. This shift is driven by a desire for more cohesive team dynamics, streamlined communication, and frequent cross-departmental interaction. However, our recent poll raises the question of whether this trend aligns with employee expectations.

According to the poll results, the majority of employees prefer a hybrid model with a heavier emphasis on remote work.

This discrepancy suggests that a blanket increase in in-office requirements may not align well with the needs of a large portion of the workforce, particularly mid-senior professionals who value flexibility. Firms looking to increase in-office time may need to clearly communicate the benefits of more frequent in-person days, such as enhanced collaboration, stronger client relationships, and improved career development opportunities. Highlighting these aspects can help foster buy-in, especially if employees understand how these changes contribute to their growth and well-being.

The shift also presents challenges. Employees who have adapted to a more flexible routine may find the adjustment difficult, and the additional costs of commuting, meals, and daily expenses could be significant. Those who value structure and in-person engagement may view this change positively, while others may reconsider roles or firms if flexibility remains a top priority.

Diversity, Costs, and Attracting the Right Talent

A rigid in-office policy can restrict access to a diverse talent pool, as some candidates cannot commit to frequent commuting. By offering flexible models, including hybrid and remote options, firms can tap into a broader range of candidates, including those from different regions or with personal situations that make a traditional in-office setup challenging. This approach doesn’t just support diversity; it positions the firm as forward-thinking, attracting candidates who value inclusivity and adaptability in an employer.

Long-term, firms that embrace flexible models may find they have greater access to talent and are better able to build teams that reflect the diversity of the clients they serve. The flexibility that hybrid and remote models offer is becoming a priority for professionals, and firms that provide these options are more likely to retain top talent in a competitive hiring landscape.

Looking Ahead: Is There a Perfect Model?

The reality is, a one-size-fits-all approach may not suit the complex needs of today’s legal industry. Our poll results illustrate the diverse preferences across roles and seniority levels, revealing a clear desire for flexibility, particularly among mid-senior professionals. As some firms lean towards more in-office days, it’s essential for them to consider whether this shift aligns with what employees are truly seeking in their work environment. A blanket increase in office days may not fully meet the expectations of a workforce increasingly prioritising flexibility, autonomy, and work-life balance.

Going forward, it’s likely we’ll see a blend of models, with each firm tailoring its approach to fit its unique culture, client needs, and team dynamics. Those that succeed will be the firms that strike a thoughtful balance, offering both remote and in-person options in a way that supports collaboration, team cohesion, and individual growth. This flexible approach may also provide firms with a competitive advantage in talent retention, as candidates increasingly seek roles that accommodate their professional and personal needs.

As the legal industry navigates these changes, the approach each firm adopts will ultimately shape its internal culture, its ability to attract and retain diverse talent, and its long-term success. The future may not hold a single solution but rather an adaptable mix of models that enable firms to balance tradition with the evolving needs of their workforce.

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