Stanford University Economics Professor Nicholas Bloom conducted a study about remote work last year, and the results make a compelling case for hybrid work. He found that employees working from home two days per week were just as productive (and as likely to be promoted) as their in-office counterparts. Even more striking, employees with hybrid schedules were less likely to quit their jobs, suggesting that flexibility can improve retention.
But what about in law? The legal industry has long focused on “face time,” hours in the office, and butts in chairs. Have law firms adjusted their stereotypically conservative attitudes towards remote work and embraced it like other sectors? Yes and no.
Benefits (and Challenges) of Remote Work
If you’ve ever worked remotely — and most people in the legal industry did to at least some extent during the pandemic — you’ll know the benefits.
Remote and hybrid work arrangements allow employees greater control over their schedules, leading to better work-life balance. This flexibility is especially important in high-pressure fields like law, where burnout is a common concern. Firms that offer remote work options are better positioned to attract and retain top talent. Client attitudes toward remote legal services have shifted dramatically. While only 23% of clients were open to remote work in 2018, by 2021, 79% actively sought virtual options.
For solo practitioners and small firms, remote work offers significant benefits: reduced overhead costs, greater flexibility, and increased efficiency. Downsizing or eliminating office space can improve a firm’s finances, and many legal tasks—like depositions, hearings, and even trials—can now be conducted virtually. Upgrading technology to support remote work is an investment that often pays off in improved workflow and client service.
However, remote work also presents challenges. Some lawyers may feel cramped without a dedicated office, and others struggle to separate work from home life. Firms may feel they struggle more with mentorship and training, especially for junior lawyers who benefit from in-person guidance. Certain clients still expect the formality of in-person meetings, and firm owners worry about maintaining a strong culture and effective collaboration remotely.
Are Law Firms Embracing Remote Work?
Hybrid work is significantly shaping law firm recruiting in 2025, and remote work policies are now a major factor for lawyers considering job opportunities. Firms now use flexible work policies as a major draw for candidates, emphasizing work-life balance in their recruitment efforts “Most firms to be competitive have to offer at least some ability for its attorneys to work remotely,” says law firm recruiting consultant Peter Zeughauser. Younger associates often prioritize hybrid arrangements, preferring temporary or shared office spaces over permanent desks. Additionally, hybrid work has allowed firms to broaden their search for talent, opening offices in smaller cities and attracting candidates who prefer not to move to traditional legal centers.
But here’s the catch: we’re talking about hybrid policies. Full-time remote is a very different story. Despite mounting evidence that remote and hybrid work arrangements do not harm productivity or career advancement, most law firms remain resistant to fully embracing remote work.
Firms Resist [Fully] Remote Work
A few years after the worst of the pandemic, many firms have been reversing their earlier support for flexible work arrangements and pushing for a return to traditional office settings, although enforcement of these mandates has proven difficult. This resistance is less about actual concerns over quality, training, or collaboration, and more deeply rooted in the traditional law firm business model and partner preferences.
This shift has sparked significant backlash from legal professionals who have grown accustomed to the benefits of remote and hybrid work. Many lawyers see the push as a reflection of outdated management practices and a reluctance to embrace technological advances that enable effective remote work.
Firms justify the return-to-office push by citing the need to preserve firm culture, foster collaboration and mentorship, and meet perceived client demands for in-person service. Senior partners, who often control firm management, tend to favor in-office work because it offers them greater control and convenience. They are accustomed to reaching junior lawyers instantly, holding impromptu meetings, and monitoring work directly — practices that are easier in a physical office.
Many also believe that being present in the office is a sign of dedication, echoing the conditions they faced earlier in their careers. The justification for in-office mandates often invokes the need for mentorship and training, but in practice, many firms lack formal training programs and rely instead on informal, sporadic interactions.
Ultimately, some argue, the law firm business model exacerbates this resistance. Most firms operate on a cash basis, distributing profits annually and prioritizing immediate partner interests over long-term firm health. This fosters a culture where individual convenience and short-term gains outweigh collective well-being and institutional loyalty.
Related Resources:
- Legal Job Market Defies Predictions of Dipping (FindLaw's Practice of Law)
- Telecommuting Policies (FindLaw's Learn About the Law)
- How to Effectively Manage Remote Staff (FindLaw's Law Firm Management)
