Encouraging Young Associates to Stay

According to Rimmer, junior lawyers take into account the lifestyle of current partners, from the long hours to the pressure and lack of boundaries, when deciding their career journey. “Work-life balance really matters to junior lawyers. Firms that are flexible, offer hybrid working and truly care about well-being — not just say they do — are much more likely to keep their staff,” Rimmer says.

A Sense of Purpose

Kelsey Farish, media and entertainment lawyer, argues that focusing the associate retention conversation around compensation and work-life balance “risks reinforcing a false binary, one where grueling hours are offset by big paychecks or yoga stipends, rather than the conditions that can cause burnout or dissatisfaction in the first place.” She says that, in her experience, “what keeps people in the profession isn’t just the money or benefits like WFH [work-from-home]. It’s the sense that their work matters and that they matter beyond billing targets. Personally, I wanted to feel like more than a cog in a machine; I wanted space to grow into a lawyer that genuinely reflected the person I was.”

Rimmer agrees that this sense of purpose is what younger lawyers are looking for. “It’s not just about profit. They want to be involved in work that aligns with their values: socially responsible work, pro bono opportunities, causes they care about. That’s what keeps people engaged,” Rimmer says.

A Nurturing Culture

Developing the right kind of workplace culture for junior lawyers, which allows them to have a real say and explore their future avenues, is also key to providing a sense of loyalty. Rimmer says that what builds loyalty is “creating a culture where people feel safe to speak up, where they can ask questions without judgement and where leaders are approachable.” She notes that junior lawyers “want to develop their skills, but not if it means harming their health” and suggests that “good mentoring, useful feedback and support without expecting them to work 60-hour weeks makes a big difference.”

Farish says that she was “really fortunate to work in a city firm that encouraged me to pursue the areas I was most interested in, even if it wasn't strictly billable.”

“When I attended events or wrote peer-reviewed articles, I was growing as a professional — but also helping to grow the firm's brand, too,” she says. So, providing enough freedom to junior lawyers to consider different career options can be a win-win scenario.

The Power of Empowerment

Loyalty is inextricably linked to feeling valued within an organization, and this is often more important than pay. Farish argues that “when junior lawyers feel seen and empowered, when they’re trusted not just to perform but to contribute, I think they’re more likely to stay. Not because they’re paid to endure, but because they’re supported to evolve.” Although she ultimately left the firm to start her own practice, what made the difference to her during her time there wasn’t the pay or perks — it was the chance to figure out what sort of lawyer she wanted to be.

When junior lawyers feel seen and empowered, when they’re trusted not just to perform but to contribute, I think they’re more likely to stay.

Irrespective of the long-term career aspirations of a young associate, feeling a sense that there is a potential future for them at their firm will prove beneficial in the short- to medium-term. Rimmer notes that even if “they don’t want to become partners, junior lawyers still want to see a future at the firm. Firms that are transparent about progression and open to alternative career paths — secondments, flexible roles, portfolio careers — will be more successful in keeping people long-term.”