From dynamic workplace cultures and forward-thinking AI strategies to inclusive leadership, the next generation of legal professionals is speaking out on what truly matters when choosing the firms they want to join.
As Australia’s legal profession adapts to rapid technological change, evolving client expectations, and shifting workplace norms, the next generation of lawyers is entering the field with higher and more nuanced expectations of the firms they choose to join.
For Gen Z and young Millennial lawyers, attractiveness isn’t measured solely by prestige or pay. Instead, a career in law is about purpose, balance, values, diversity, and ethics.
These priorities offer a clear picture of what future legal leaders are seeking and what firms must provide to attract top emerging talent. The pressing question is whether firms are genuinely prioritising these elements in practice, or if they remain aspirational ideals.
The career perks future legal leaders can’t ignore
The next generation of legal leaders is redefining what makes a firm attractive, making it clear that they value firms that invest in initiatives and programs that support both meaningful causes and professional growth.
For Liberty Papas, a recent graduate and law clerk at Divorce Legal, one of the initiatives that is at “the top of my list” is a firm that invests in “mentorship and structured professional development opportunities”.
Rather than being left to sink or swim, Papas explained that she and other law students value opportunities to engage with seasoned professionals who can guide and mentor them in their development.
“As someone at the beginning of my career, I deeply value the opportunity to learn from experienced practitioners who are generous in sharing both their knowledge and their practical wisdom,” Papas said.
However, professional development is only part of the picture. Papas emphasised the importance of firms investing in and prioritising the wellbeing of their lawyers, highlighting how such initiatives demonstrate a genuine commitment to supporting long-term careers.
“Beyond technical training, I think it is equally important that firms prioritise wellbeing and flexibility. Family law can be emotionally demanding work, and maintaining resilience is just as critical as developing legal skills,” Papas said.
“A firm that invests in its people by creating a supportive, balanced environment and offering opportunities to continually learn and adapt shows that it is committed to building sustainable, long-term careers.”
Charlotte Carles, a law clerk at Roe Legal Services and founder of Gen Z Abroad, echoed this sentiment, emphasising that wellbeing is not an optional perk but a non-negotiable priority for any firm.
“I have worked in some offices with excellent wellbeing initiatives which did wonders for the office culture, so that’s something that I look for now.
“Staff wellbeing isn’t a bonus – it’s crucial in boosting productivity, relationships between colleagues, and job satisfaction, which are in the best interests of both the firm and the employee,” Carles said.
While professional development remains a priority, young lawyers are also looking for firms that go beyond billable hours and client lists.
Julia Maikari, a law student at UNSW and paralegal at Herbert Smith Freehills Kramer, highlighted the importance of pro bono work and community initiatives when considering potential employers.
“I think it is valuable for law firms to invest back into the community, so it is important to me to see some community engagement or pro bono initiative that helps increase access to justice,” Maikari said.
Clear AI strategies needed
As AI continues to reshape the legal profession, the next generation of lawyers is increasingly scrutinising how firms adopt and integrate these technologies.
For young legal professionals, a firm’s approach to AI is not just about efficiency – it reflects broader values around ethics, training, and the role of the lawyer in a rapidly evolving industry.
Papas emphasised that discussions about AI in law should focus less on the technology itself and more on how its adoption affects the human, ethical, and relational aspects of legal practice.
“For me, the conversation around AI is less about the technology itself and more about what it means for the role of the lawyer,” Papas said.
“Speaking only from my little experience, family law is inherently human; clients are vulnerable, emotions run high, and outcomes can reshape lives. AI may assist with the background work, but it cannot replicate compassion, trust or advocacy.”
Acknowledging the real challenges and ethical concerns AI brings to the legal profession, Papas emphasised that she values firms with a clear and considered strategy for integrating AI into their practice, particularly regarding how it impacts lawyers’ roles.
“I respect firms that see AI as a tool, not a replacement. Law firms must have a clear and ethical strategy for how they integrate AI – one that acknowledges the opportunities it provides, but that also sets firm boundaries around its limitations,” Papas said.
“In law, innovation does matter, but only if it enhances the human connection that defines meaningful practice.”
Maikari also highlighted the importance of firms having a clear strategy for integrating AI into their operations, stressing that equipping junior lawyers with the skills to use these tools effectively is critical early in their careers.
“For me, I think it is very important for firms to have a clear strategy for using AI in their operations, especially as a junior. It is crucial for firms to familiarise graduates with these kinds of technologies to set them up for success in the future,” Maikari said.
Ethics is a central concern for young legal professionals, with Carles emphasising that they carefully consider how firms use AI and expect law firms to prioritise ethical considerations when integrating these technologies.
“AI is changing the legal profession rapidly, and it’s very important that firms actively adopt an ethical relationship with AI,” Carles said.
“AI has amazing productivity benefits, which firms should certainly embrace, but ethics must be at the forefront of its use so that ethical boundaries such as IP aren’t crossed.”
Diversity in leadership: representation matters
For emerging leaders in law, one of the most significant themes to surface was the importance of diversity within a firm’s leadership – seen as a critical factor in shaping both career development and workplace culture.
Drawing on her own diverse background, Maikari emphasised the importance of joining a firm that genuinely values diversity in leadership, highlighting how it fosters a sense of accessibility to senior roles and encourages long-term commitment.
“Personally, as someone with a diverse background, I think it is very impactful to be able to feel represented in the firm’s leadership,” Maikari said.
“Being able to look to the firm’s leadership and feel a sense of accessibility to those positions is important to me because it means I can look to the future and see myself being a part of that, which contributes to feeling a sense of belonging in the workplace.”
Maikari also noted that diversity at the leadership level has a ripple effect.
“I also think diversity at the leadership levels will flow into the junior level and reflects the kind of environment we can expect to work in,” Maikari said.
For Papas, diversity in a firm’s leadership is not simply a nice-to-have when considering potential employers but a fundamental marker of a firm’s commitment to inclusion and professional growth.
“Genuine professional growth cannot be sustained in an environment where leadership itself does not value or reflect diversity,” Papas said.
“A firm’s leadership sets the tone; if they embrace a range of perspectives, experiences and backgrounds, it signals a culture of inclusion and forward thinking at every level.”
While diversity is often recognised primarily in terms of cultural heritage, Papas emphasised that genuine diversity within a firm’s leadership goes far beyond this, encompassing a broad range of equally important dimensions.
“Diversity is not just about cultural heritage – it also includes age, gender, socioeconomic background and even educational pathways,” Papas said.
“Whether someone studied at a prestigious university or followed a different route, leaders who reflect a wide range of perspectives show that there is more than one way to succeed in law, and that is so important.”
Carles highlighted the generational shift in expectations among young lawyers, noting that visible diversity in leadership is not only powerful to witness but also a natural draw for the next generation.
“Diversity in leadership is something that Gen Z law students are looking for in law firms. As an ambitious young woman, I’m naturally drawn to environments that support women in senior leadership positions,” Carles said.
Culture and values: the ultimate decider
If there is one theme that unites all perspectives, it is the centrality of culture. For many young lawyers, culture and values are not only influential – they are the decisive factor.
Carles explained that while many firms offer exciting work on cutting-edge matters, it is the firm’s culture that truly distinguishes a winning workplace – something that is highly recognised by young lawyers beginning their careers.
“‘Firm culture’ is one of those terms that we hear constantly throughout the clerkship application process, and that’s because culture is the most important thing to most Gen Z candidates,” Carles said.
“Many workplaces provide exciting work on leading-edge matters, and what sets a winning firm apart in the eyes of the candidate is the firm’s culture.”
Maikari echoed these sentiments, noting that while top-tier firms can all provide excellent training and exposure to exciting matters, what matters most to her when choosing a firm is the interpersonal environment and culture they cultivate.
“For me, I think that a firm’s culture and values are the most important factor in my decision of where I would like to join,” Maikari said.
“I think you can get fantastic training at any of the top-tier firms and work on exciting matters, but the real differentiator comes down to where I connect with the people the most, where I feel represented and who I see myself working alongside during long days.”
Recognising the importance of a firm’s culture early in her legal journey, Papas explained that these values go beyond ideals, profoundly shaping how lawyers approach their day-to-day work.
“Culture is one of the most influential factors for me when considering where to work. I knew early on that I wanted to be in a firm that valued collaboration, integrity, and respect – where colleagues genuinely support one another and clients can feel that they are in safe hands,” Papas said.
“Those values shape how you show up as a lawyer every day. As someone who is at the beginning of their career, feeling supported to learn and grow is just as important as being challenged in the work itself.”
The big picture
Taken together, the insights from these three law students – who reflect the expectations of the young legal professionals set to become the next generation of leaders – paint a clear picture of what matters most to emerging lawyers:
Mentorship and professional development that blends technical skills with resilience training.
Community and pro bono initiatives that demonstrate values in action.
Wellbeing programs that are structural, not superficial.
Ethical and strategic AI integration to enhance – not replace – human work.
Diversity in leadership that reflects society and inspires inclusion.
Culture and values that shape daily experience and long-term satisfaction.
For firms, these are not optional extras – they are essential to attracting and retaining talent. Those who invest in people, ethics, and culture will shape the profession’s future. Those who don’t risk being left behind.
