The Return to Office Debate: What Law Firms Need to Know

For decades, the legal industry was defined by tradition—long hours, corner offices, and in-person meetings. But when the pandemic forced law firms to pivot to remote work nearly overnight, it triggered a fundamental rethinking of how, and where, legal professionals can do their best work.

Now, with clients returning to the office, many firms are reevaluating their own workplace models—balancing client needs, team preferences, and long-term business strategy.

The Shift to Remote Work

The early days of the COVID-19 pandemic made remote work a necessity, not a choice. Fortunately, technology rose to meet the moment. With cloud-based case management systems, encrypted communications tools, and secure platforms for document sharing, law firms quickly adapted. Remote paralegals, legal assistants, and attorneys were able to collaborate effectively, maintain client confidentiality, and keep cases moving—often with surprising ease.

In fact, the transition was so successful that many began to ask: Do we need to go back at all?

Why the Return-to-Office Push?

Despite the benefits of remote work, a growing number of law firms are now mandating a return to the office (RTO), at least part of the time. According to a 2024 Thomson Reuters Institute report, over half of law firm respondents require attorneys to be in the office at least three days a week.

In fact, many Am Law firms have recently updated their in-office policies:

• WilmerHale: Increased from three to four in-office days
• Paul Weiss: Requires in-office presence Monday through Thursday
• Sullivan & Cromwell: Mandated full-time in-office attendance
• Several other top firms (Davis Polk, Skadden, Vinson & Elkins, and more): Require four in-office days

So what’s behind this shift?

• Client Expectations: Many firms want to mirror their clients’ own RTO mandates, believing in-person collaboration signals responsiveness, professionalism, and alignment.
• Culture & Mentorship: For partners and leadership, being in the office is often about more than productivity—it’s about firm culture, organic collaboration, and developing the next generation of legal talent.
• Performance & Visibility: Even with hybrid policies, many associates worry that being “seen” in the office plays a role in career advancement—whether it’s formally stated or not.

What Law Firms Gain—and Risk—with RTO

While return-to-office mandates are often framed as a cultural or client-driven decision, there are also operational and developmental advantages that may be motivating this shift in the legal sector:

• Simplified Compliance: In-office setups reduce the administrative burden tied to multi-state employment laws, tax withholding rules, and cybersecurity requirements that come with fully remote or hybrid workforces.
• Stronger Collaboration: Face-to-face interaction often leads to quicker communication, real-time feedback, and faster decision-making across teams.
• Faster Onboarding for New Hires: Junior associates and new hires often ramp up more quickly when they're immersed in the day-to-day rhythm of the office. They benefit from shadowing, informal learning, and picking up on unspoken norms that are harder to convey remotely.
• Knowledge Spillover: Incidental conversations—whether about recent case law, firm wins, or workflow tips—can spark ideas and drive shared learning in ways that remote setups may not replicate.

But this return also introduces new challenges—and potential risks—that firms must weigh carefully:

• Reduced Satisfaction: A 2024 National Association for Law Placement study found that associates working remotely reported higher job satisfaction than their in-office peers.
• Retention Risks: Rigid RTO policies can alienate top performers, especially younger attorneys who now view flexibility as a baseline expectation—not a perk.
• Higher Overhead Costs: Hybrid and in-office models require firms to maintain physical office space and associated expenses, which can cut into profitability—especially if spaces are underutilized.
• Unequal Experience: Hybrid environments can sometimes create uneven experiences, where remote associates may have less access to mentorship, informal learning, or advancement opportunities.

What’s the Right Balance?

Ultimately, there’s no universal answer—firms must strike a balance that meets business needs, client expectations, and employee preferences. Some are experimenting with flexible hybrid models, while others tie bonuses to in-office attendance or use in-person presence as a proxy for commitment.

Still, the success of remote work during the pandemic proved that law doesn’t have to be practiced from a cubicle. Firms that thoughtfully evaluate their RTO policies—and communicate them clearly—will be best positioned to retain talent, deliver client value, and protect their firm culture.

Navigating the Legal Landscape

At LHH, we help law firms and legal departments adapt to an evolving workplace landscape. With 86% of our legal division having practiced law and 81% having law firm experience, we bring insider knowledge to workforce strategy, talent planning, and organizational change.

Whether you’re weighing a hybrid return or exploring a fully remote model, we can help you evaluate your options and align your policies with today’s talent expectations.

Let’s partner to build a workplace strategy that supports your people, strengthens your practice, and positions your firm for long-term success.