Hybrid work remains the dominant model among Am Law 200 firms. Fully remote arrangements are now nearly nonexistent, as in-office mandates continue to rise, according to a Savills report on law firm return-to-office trends.
Nearly 56% of the firms surveyed for the report are operating on a flexible hybrid model, which allows employees to select their work location based on daily needs and preferences. Nearly 40% operate on a fixed hybrid model, in which the company defines office attendance requirements, including the number of days employees must be in the office. Only 4% of firms have implemented an office-first model in which remote work is permitted only under select circumstances, frequently requiring approval. Less than 1% of companies have a remote-first model, where employees work primarily from home.
The study found that in-office work expectations vary by role. First-year associates are typically required to be in the office more frequently than partners. Most firms use a Tuesday through Thursday in-office schedule, and some require associates to be in the office for a set number of days over two weeks, the survey found.
Some firms are using consequences to enforce return-to-office policies, including reduced access to paid time off, reduced bonuses and fewer opportunities for promotions. Some firms revoke remote work privileges entirely for employees who fail to meet in-office expectations, Savills noted.
Law firm culture is transforming in the wake of the pandemic, with some firms embracing greater flexibility.
“The prevailing Big Law view seems to be that the only way to build culture is to force everyone onsite nearly every day,” said Fennemore CEO James Goodnow in June while announcing its flexible office approach. “This view is antiquated, fails to meet people where they are in life, and leads to a limiting one-size-fits-all view of the profession. The profession can and must do better. The truth is that technology, targeted in-person activities, and creative workflow approaches can foster an environment that leads to stronger bonds than the traditional environment—and better results for clients.”
Other leading firms place a high value on in-person engagement and connections.
“As we have emphasized in the past, we are a better, more collegial firm when we practice side by side,” the management committee at Sidley Austin LLP said earlier this year. “It allows us to cultivate higher-quality lawyers, better serve the needs of our clients, enjoy spontaneous personal interactions and in-person meetings, and support each other.”
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