As a new generation of lawyers enters the profession amid unprecedented change, the demand for a more sustainable legal career has grown, challenging firms to future-proof their operations.
As changing generational expectations are set to continue to reshape the legal landscape, legal workplaces and leaders must now balance evolving expectations with internal equity and long-term sustainability.
This comes as lawyers now seek environments that offer psychological safety, clear career progression, and work-life integration.
Addressing these changing expectations, according to College of Law Queensland executive director Ann-Maree David, is “essential for building sustainable, future-proof legal businesses”.
“Recent data from the 2024 National Profile of Solicitors (Urbis, 2024) shows that the profession is not only expanding but also becoming younger and more diverse. Almost half of all solicitors are now between the ages of 25 and 39, with the average age sitting at 42,” she said.
“The number of lawyers aged 24 and under has increased substantially over the past decade, and women now represent a clear majority in the profession, with a significant proportion of female solicitors under 35. These demographic trends are having a noticeable impact on the culture and priorities of legal workplaces.”
However, these changing expectations may not be reserved merely for Gen Z lawyers.
Marque Lawyers managing partner Michael Bradley argued that while younger lawyers are entering the profession in a different context, the components that make a career rewarding remain the same.
“While it’s fashionable to claim that there’s something new and peculiar about Gen Z lawyers, I don’t agree at all. They’re no more or less human than any other generation. The context in which they’ve entered the workforce is unique to them, and it’s powerfully influenced their relationship with such concepts as loyalty, reward and meaning. It shouldn’t be surprising that they see things very differently,” he said.
“What hasn’t changed at all are the things that actually make for a meaningful, enriching career. The abstract pursuit of money and the trappings of social status [are] as empty as ever. It’s just a lot harder to persuade people that giving their loyalty to an institution which can’t return the same is a rational choice. They want more, as they should.”
While competitive pay remains important, Gen Z and younger Millennials are placing greater emphasis on flexibility, wellbeing, and purposeful work and rejecting traditional working models. Data from the Legal Firm of Choice Survey earlier this year also showed that support for work/life balance and flexibility was ranked highly by younger lawyers.
This is now expected “as standard”, according to David.
“Millennials and Gen Z lawyers are entering the field with a broader set of expectations. While competitive pay remains important, it is increasingly seen as just one part of what makes an employer attractive. Firms that do not adapt to these preferences may find it difficult to attract and retain emerging talent,” she said.
“Equally, wellness is emerging as a critical factor in retention and performance. The mental health toll of traditional legal practice models is well documented. Younger lawyers are seeking environments that support psychological safety, offer meaningful mentorship, and promote work-life integration.”
These evolving expectations around flexibility, professional development, and wellbeing can present a range of both challenges and opportunities for firms “aiming to future-proof their practices”, added Empire Group partner Alison Crowther.
“Younger lawyers are seeking work environments that recognise the importance of work/life balance and mental health. Traditional models that emphasise long hours and rigid office attendance are giving way to hybrid arrangements and outcome-based performance metrics. Firms that adopt flexible working practices not only enhance lawyer satisfaction and retention but also broaden their talent pool by attracting candidates who value autonomy and balance,” she said.
“Wellness programs – ranging from mental health support to initiatives that promote manageable workloads – are becoming essential rather than optional. When firms invest in these areas, they foster a culture of trust and resilience, reducing burnout and improving long-term productivity. This aligns with the growing recognition that sustainable performance depends on lawyer wellbeing.”
Challenging traditional norms and embracing change
Younger lawyers are also increasingly open to rethinking traditional hierarchies and workplace models. Successful firms will be the ones willing to adapt, offering transparency, hybrid work models, and a culture that values people as much as performance.
In terms of the changing salary expectations of younger talent, Evolve Resolve mediator and leadership coach Damien van Brunschot said this “key issue” could be cause to question “whether a traditional partnership model is sustainable over the long term”.
“Junior talent seek salaries that align with market conditions and prioritise flexibility, which can be challenging to implement within traditional partnerships. It is not necessarily accurate to assume that younger professionals are fickle and will chase the dollar or that they lack loyalty to firms. Factors such as organisational culture, psychological safety, and opportunities for development also go [to] the heart of retention,” he said.
“The key is absolute transparency as far as possible. It’s critical to articulate the rationale behind decisions, whether around bonuses, remote work or training access.”
This comes after research late last year also showed that alternative pricing arrangements, such as fixed fees, are gaining popularity in the profession – with 56 per cent of firms offering them in 2024 (up from 45 per cent two years ago).
Firms should be using contractors to scale up work where required, as well as utilising segmented flexibility models, “where teams co-design their own hybrid schedules based on client demands and collaboration needs”, and competency-based pay structures, van Brunschot advised.
“Competency-based remuneration frameworks, where pay and promotion are tied to demonstrated capability, not just time served. This gives junior lawyers a clear incentive pathway while protecting salary structures from unjustified inflation,” he said.
“Ultimately, the firms that succeed will be those that shift from ‘uniformity’ to consistency with flexibility – where core expectations are clear but the paths to meeting them can vary.”
In the light of evolving expectations and changing workplace contexts, employers now have a choice, added Bradley: “accept that organisational purpose isn’t an abstraction but a real measure of human value, or don’t”.
“[Firms] can continue the traditional, latter path, but their employees will continue to vote with their feet, giving nothing more than transactional loyalty and effort and keeping the exit always in view,” he said.
“Ultimately, it’s just exhausting and demeaning for everyone, a cynical view on the meaning of work. I think we’re all entitled to something far more positive and enjoyable than that from our careers.”
To remain competitive amid this changing landscape, leaders must be open to new perspectives, and “legal businesses must rethink their cultural and operational frameworks”, added David.
“This includes transparent salary progression, hybrid work models, and leadership that is responsive to the perspectives of younger cohorts. Importantly, these changes should not be viewed as concessions, but as strategic investments in the profession’s future,” she said.
“By embracing these expectations, firms can foster intergenerational collaboration, drive innovation, and position themselves as employers of choice. Ultimately, we need a legal sector that is more adaptable, inclusive, and forward-looking.”
And particularly as salary expectations evolve to encompass transparent career progression and meaningful work, firms that provide clarity around “advancement, skills development, and mentorship” can “offset the lure of higher pay elsewhere”, emphasised Crowther.
“Younger lawyers want to feel valued as professionals, not just as billable resources. By embracing these expectations, legal businesses can position themselves as progressive, people-focused organisations. This approach strengthens retention, enhances reputation, and drives innovation – critical factors in an industry facing technological disruption and increasing client demands,” she said.
“Ultimately, prioritising flexibility, wellness, and fair compensation is not merely a response to generational preferences; it is a strategic imperative for building a sustainable, future-proof legal practice.”
Lauren is a journalist at Lawyers Weekly and graduated with a Bachelor of Journalism from Macleay College. Prior to joining Lawyers Weekly, she worked as a trade journalist for media and travel industry publications and Travel Weekly. Originally born in England, Lauren enjoys trying new bars and restaurants, attending music festivals and travelling. She is also a keen snowboarder and pre-pandemic, spent a season living in a French ski resort.
