By Legal Futures Associate OneAdvanced
The high-powered corridors of law firms are bustling once again. Yet, the question remains — does the physical return to the office truly remedy the challenges of collaboration and productivity that many perceived with remote work?
With firms being split on the office vs remote work debate down the middle as 50% of firms want to increase office days and the other half do not, it’s time to value the effectiveness of the office as a catalyst for productivity and examine whether the digital transformation ignited during global lockdowns has reshaped the very definition of collaboration within the legal sector.
The reality of remote work
Contrary to popular belief, the legal profession adapted surprisingly well to remote work. The Bellwether 2022 report found that half (49%) of the lawyers surveyed found that working from home has not adversely affected new business, and the majority (71%) say their firm adapted well to the change of hybrid work.
The data upholds the claim that distance does not inherently impede legal endeavours, and that the quality of work, particularly in research and documentation, was unaffected by location. This resilience and adaptability may, in part, be attributed to the rapid adoption and integration of legal software solutions. These digital tools have revolutionised how legal professionals manage case files, conduct research, and collaborate with colleagues and clients.
Advanced platforms offering secure document sharing, video conferencing, and real-time collaboration have bridged the gap between traditional office settings and the virtual workspace. Could it be that, with automation and workflow features built into these software’s, that productivity could also increase with the return to the office?
The return to office and its allure
Amidst the rush towards a new normal, the reasons for returning to the office are varied and intriguing. For some, it is the assumed belief that a return to office will increase collaboration and productivity, however the Thomson Reuters 2024 Law Firm Office Attendance Policies Report reveals that a significant 67% of those surveyed believe their attendance policy had no effect on their productivity and an even larger 72% indicate that collaboration has remained the same compared to working from home.
While the metrics of productivity and collaboration might not show drastic shifts with a return to the office, the subtler, more human elements of work life stand to gain significantly. The informal interactions, spontaneous meetings, and the rich mentorship dynamics that naturally occur in an office setting contribute to a vibrant workplace culture that can indirectly boost both productivity and collaboration. Being physically present allows employees to build stronger relationships, engage in impromptu problem-solving sessions, and benefit from the nuanced learning that happens outside of formal meetings and video calls.
These aspects of office work, though difficult to quantify, play a crucial role in motivating staff, fostering a sense of belonging, and ultimately enhancing the collective output of a team. Networking opportunities, culture and tradition have cemented the office’s place in the legal profession. A serendipitous encounter or a mentorship that blossomed in the office’s hive-like environment are experiences intensely missed and difficult to replicate remotely. A return to office should be perceived as a revival of the law firms’ culture that knits legal teams with a common ethos.
Nurturing the best of both worlds
The optimal path to achieving both collaboration and productivity may indeed lie in a balanced approach. This middle ground, which marries the flexibility of working from home with the structured engagement of office life, seems to offer the best of both worlds.
The statistic from Thomson Reuters support this; although only 15% of law firms mandate more than three days of office attendance, a significant 46% of respondents voluntarily choose to work from the office four or more days a week. This discrepancy suggests that when given the choice, many professionals see intrinsic value in being present at the office, beyond what is required of them.
The flexibility of a hybrid model is crucial in attracting and retaining top talent, while providing a robust performance enablement system to give meaning to ‘office days’ as it underscores a commitment to supporting individuals’ professional growth and personal well-being.
A well-implemented hybrid model can foster a meaningful desire among employees to engage with the office environment to capitalise on its benefits for networking, mentorship, and spontaneous collaboration, all the while preserving the valued flexibility and work-life balance that remote work offers. This approach not only respects individual working preferences but also taps into the natural motivations of staff, leading to a more satisfied and productive workforce.
By acknowledging the intricacies of collaboration and productivity within the legal sector, law firms can chart a course that is not just responsive to external pressures or nostalgic yearnings for the past but is future-ready and focused on sustained success. The path forward for law firms lies in reimagining the office as a destination for enrichment. Only then can the return to the office be heralded as a renaissance of legal practice — a fusion of the classical and the contemporary, underpinned by the veracity of data and the wisdom of experience.
