How Summer Law Associate Programs Can Retain a New Class of Legal Talent

The last two years have been uprooted by the pandemic, and subsequently, many associate programs were either paused or pushed to fully virtual models, to the disadvantage of summer associates. Fortunately, a recent National Association for Legal Placement (NALP) report showed that 73% of firms were making more offers for summer 2022 law associates compared to summer 2021, with this year boasting the highest offer rates since 2007.

However, this uptick in offers comes at a time when attracting and retaining new legal talent has never been a bigger challenge for firms. The International Bar Association released a 2022 report that revealed “a significant number of [lawyers] are either leaving or considering leaving their current job in the next five years.” The findings also stated work-life balance is a concern for 60% of lawyers under the age of 40 (and 71% of those 25 and younger).

Now, as firms are in the midst of their summer law associate programs, they must adjust to a new normal. With this in mind, firms are tasked with paving a path forward that creates a pipeline of top talent for years to come, while also nurturing summer associates’ growth into successful full-time employees and ensuring their longevity.

Learning opportunities are substantially diminished in a fully virtual setting, and training and onboarding can be difficult without the opportunity to observe colleagues and speak in-person. Moreover, being in the office allows aspiring lawyers to begin building a list of contacts, rub shoulders with senior colleagues and build camaraderie with their peers. Three days in the office, for example, can enable a good balance of in-person interaction while also giving associates the flexibility they desire and expect in today’s environment. 

As law associates look to navigate their careers in a hybrid world, it’s more important than ever for law firms to establish a mentorship program. Mentorship allows for intentional relationship building and career development that is critical in the early years. This can include one-on-one partner or senior counsel mentoring, as well as weekly practice group classes. 

Additionally, identify one in-person day that core team members and more senior staff will also be in the office to ensure in-person accessibility — and encourage employee participation in in-person events and networking opportunities.

Mental health is a key consideration for law firms, as it has the power to increase retention/hiring, boost morale and prevent burnout. While salary is always a key factor, firms who master their wellness programs are poised to stand apart from the pack, particularly with younger lawyers who tend to be less motivated by money. For example, some firms have unveiled extra paid vacation hours to completely unplug from work. 

With an increased emphasis on wellness for lawyers and summer associates alike, firms have also allocated mindfulness hours that go toward billable hour requirements each week, for everything from walks to yoga. Others have instituted benefits such as Peloton subscriptions, weekly meditations, regular wellness-related trainings and wellness weeks with wellness-related activities.

Last summer, more second-year summer law associates received and accepted full-time associate offers (97% received, 89% accepted) than ever before. Similarly, the amount of first-year summer law associates who were asked to return the following summer hit new highs (93%).