A new generation of lawyers have different and novel expectations of work and the workplace across a wide range of areas, from professional development to improved mental health support. Law firms must adapt if they are to support the needs of junior solicitors, and successfully attract and retain the top talent in the future.

Lucie Gosling-Myers, Lockton, and Polly Morgan, Professor of Law at University of East Anglia, and Director of the UEA Law Clinic, write for Legal News Wales.

A shifting legal sector

The legal landscape is becoming more challenging for junior solicitors, with growing client expectations and ever-increasing regulatory complexities. In parallel, rapid technological advancements in legal services – such as the rise of automation and AI tools – are reshaping how legal work is conducted. For solicitors, this is driving an increased pressure to perform at high levels, while challenging them to navigate new tools and systems.

The expectations of junior solicitors are also shifting, and challenging established culture and processes, including:

• Expectation for mentorship, coaching, and professional development programmes that go beyond technical skills. Interest in leadership development and cross-functional learning (e.g. technology, innovation, business). It is no longer enough to assume that technical legal skills are sufficient to create effective and happy staff.
• Expectation for hybrid or fully remote work options. Desire for autonomy in managing workloads and schedules.
• A preference for firms that support work-life balance and provide purpose-driven work opportunities. Desire for firms to take social, environmental, and ethical stances aligned with their values.
• Demand for mental health resources and support programmes (therapy/CBT, stress management, wellness benefits). Open, stigma-free discussions around mental health within the firm.
• Expectation for a less rigid, hierarchical structure that fosters collaboration and inclusion. Emphasis on transparency in decision-making and a say in shaping firm culture.
• Measurable diversity, equity, and inclusion (DEI) goals, transparency in promotions, and diversity in leadership. Interest in firms that embrace inclusive hiring, work culture, and community engagement.

For law firms, the challenge is how to meet these needs to ensure a healthy workforce and continue to attract the best talent.

The challenges facing junior lawyers

The high incidence of stress within the legal sector(opens a new window) is well-documented. Solicitors handle critical cases and transactions for their clients, and are required to prioritise a number of competing tasks during the course of every working day. The need to maximise fee earning time makes heavy workloads and tight deadlines a frequent occurrence. Junior lawyers, unlike many other professional services, often face this pressure from day one, with no regulatory allowances for inexperience.

By providing structured forms of supervision, law firms can ensure junior solicitors are equipped to handle these tasks while mitigating risks to clients and the firm. Furthermore, guidance and mentorship from senior colleagues is essential in instilling the firm’s expectations, values, and work practices. But informal mentorship is often equally key, helping trainees to adapt to the specific culture of their firm.

Unfortunately, many firms fail to provide either sufficient supervision or mentorship opportunities. This often has detrimental consequences for junior solicitors, including:

• Instead of structured training and development plans, trainees are left to “learn on the job,” resulting in uneven learning experiences, missed opportunities for skill development, and potentially disappointing performance.
• Senior associates or partners may lack capacity to provide consistent mentorship and feedback. Trainees may not get timely answers to questions, or the guidance needed to grow.
• Trainees may not receive regular or comprehensive evaluations. A lack of feedback can result in uncertainty around performance and slower professional development.
• Informal mentorship is typically gendered, with men more likely to mentor men. Reliance on these forms of mentorship may disadvantage women employees in the workplace.

Law firms can sometimes lack a clear strategy when it comes to the provision of mental health and wellbeing support, with disparate products and services purchased in isolation rather than in a cohesive and integrated way.

If benefits are poorly communicated and signposted, many junior solicitors will arrive without knowing the value their firm is placing on their wellbeing or where to go for help and guidance.

They may also not feel comfortable talking to their direct supervisor about wellbeing issues, especially if that supervisor is pressing them for work. These factors can make it even harder for trainees to overcome the challenge of working in the legal profession.

The pressures on barristers have led to an increased focus on wellbeing at the Bar, with a number of chambers promoting themselves to prospective pupils by emphasising that they ‘do not pay lip-service to the notion of ‘work life balance’; we insist upon it’ (Gatehouse Chambers) and ‘are keen to safeguard our pupils’ welfare (both professional and personal’) (29 Bedford Row).

Often, chambers’ guidance to pupils sets clear expectations of what hours are reasonable and what are excessive. This kind of information is often absent from law firms’ websites. While this may not prevent recruitment in an employment market that favours firms over law students, it does not enable firms to retain good staff, who, once qualified, may jump ship to an employer more in line with their own needs and values.

How law firms can adapt

Fortunately, there are many steps law firms can take to provide junior lawyers with the guidance and structure they need to succeed in the workplace. Measures include:

• Formal mentorship programmes – pairing trainees with senior mentors who are dedicated to their professional growth. The benefits for junior lawyers include building long-term relationships and providing consistent guidance. Shadowing senior figures during client meetings, court appearances and negotiations can also promote hands-on experience and build confidence.
• Broader skills training – these may blend technical legal skills with practical know-how e.g. client interactions, case management, and new legal tools. Develop checklists for milestones and competencies to ensure consistent learning, including soft skills training.
• Routine performance reviews – to track progress and provide constructive feedback. Set up continuous feedback mechanisms so that trainees can improve incrementally rather than waiting for yearly reviews.
• Mental health and emotional support – firms can promote mental health by encouraging open communication, reducing stigma, and offering mental health resources. Senior lawyers can help reduce the stress felt by trainees through regular check-ins and supportive leadership.
• Create an environment in which mistakes happen – mistakes are inevitable, but the real risk arises when they are covered up and not disclosed to senior colleagues.
• Prioritise DEI – set clear targets, encourage diverse leadership, and foster inclusive work environments.

Many of these can be pursued as standalone strategies, or can be built into a broader package of measures to improve workplace culture and wellbeing. For example, firms may seek to emphasise corporate social responsibility, provide opportunities for (pro-bono) purpose-driven legal work, and introduce wellness programmes (e.g. flexible hours, mental health days, wellness stipends).

By providing these benefits, firms can ensure junior lawyers have the tools to succeed in the workplace. This is likely to positively impact employee engagement, minimise errors, and bolster efforts to attract and retain talent.

Want to read our Mental Health Toolkit?

In the competitive legal marketplace, firms that prioritise mental health gain an edge in attracting and retaining top talent.

Lockton’s Mental Health Toolkit offers guidance on supporting your people, recognising wellbeing challenges, accessing support resources, improving employee wellbeing, boosting productivity, and fostering a positive workplace culture.

To receive the Mental Health Toolkit, reach out to Lucie Gosling-Myers. at Lockton, here.

Polly Morgan is Professor of Law at University of East Anglia, and Director of the UEA Law Clinic. She is also a trustee of The Transparency Project, a Case Editor of the Financial Remedies Journal, and author of a leading textbook on Family Law, published by Oxford University Press.