The workplace has changed drastically since 2020, and it’s clear remote work is here to stay.
Remote working can be a polarising topic—for every fierce advocate, there are equally outspoken detractors. For some people, the benefits are manifest. Not having to commute means getting that time back to spend on something else, whether that be time with the family or just getting a jump on the day’s billable hours. For lawyers, traditionally a profession where long hours are the expectation, the improvement to work-life balance that remote working provides can be invaluable. For firms, the savings in real estate and utilities that come with increased remote or hybrid working means that many are encouraging it to reap the financial benefits. Many firms also saw an increase in their team’s productivity during the enforced remote work period of lockdowns under COVID.
But to some, the benefits of remote working seem to come at too high a cost. Early career lawyers won’t have access to the same level of mentorship or collaboration, affecting their learning experiences and potential career progression. The impact could fall disproportionately on women, as they are more likely to shoulder most of the caregiving work that may require them to work from home more often. “Proximity bias,” where those who get more facetime with leaders tend to get more recognition, would then have repercussions. For some leaders, there’s also the desire to return to “how it’s always been done,” which could disproportionately affect their perception of those who need to work from home for such practical reasons.
Attitudes to remote working vary significantly depending on the firm and working culture, but one thing is certain: like most other industries, there have been significant changes to overall workplace flexibility in law firms since the beginning of 2020.
Although more traditional firms may have returned to the office completely, and on the other end of the spectrum some firms have gone completely remote, many firms are sitting somewhere in the middle with hybrid or flexible policies that allow employees to do both.
A recent survey showed that over half of respondents’ firms had updated their workplace policies to include a hybrid working structure since the onset of COVID. As more research is done and the already strong evidence increases, it will be hard for firms to justify office-only workplaces in the future.
Flexible working policies are becoming increasingly important for firms that want to stay competitive in a tight hiring market. Millennial and gen Z employees have come to expect at least some workplace flexibility, and firms that want their pick of up-and-coming talent are meeting these expectations.
However, offering fully remote roles gives firms access to a much broader talent pool, as it opens opportunities to hire people who may not have been available otherwise. In an increasingly difficult labour market, many firms will have no choice but to implement remote policies that will keep them competitive and ensure they’re onboarding the best possible talent.
Flexibility has wellbeing benefits as it increases employee satisfaction and mitigates risk of burnout—a condition which is rife in the legal profession. But flexibility doesn’t inherently mean offering fully remote roles if that doesn’t suit the firm. Other options include offering time off in lieu of overtime, flexible start and finish times, or the increasingly popular 4-day working week.
Reducing the risk of lawyer burnout is just one of the benefits of offering remote (or hybrid) working. Reduced distractions, no commute, and the ability to stay out of office politics have been shown to be beneficial to mental health, as these everyday occurrences are a major source of stress for many employees.
Even before COVID, studies have shown a significant increase in productivity in at-home workers—getting more done in the same number of hours means long hours of overtime decrease, and work-life balance improves.
Recent research shows that in Australia, the proportion of legal professionals who believe they have a good work-life balance has gone from 22% pre-COVID, to 75% in 2022, a change that can be at least in part attributed to increased workplace flexibility. As the benefits become more obvious, it’s likely that more firms will get on board with remote or hybrid working policies.
As the workplace changes, it’s important to make sure you’ve got the structures and policies in place to ensure the success of remote workers. Successful remote teams approach remote working by following these best practices.
With tools like Zoom, MS Teams, and Slack readily available, it’s important to establish some guidelines for communication, including regular one-on-ones, team meetings, and a virtual watercooler environment. Guidelines should set out frequency of meetings, camera and microphone etiquette, and social opportunities.
Remote workers may have trouble switching off at the end of the workday. Leaders should empower remote workers to set boundaries around their time and encourage them to work from a dedicated workspace if possible. Keep an eye on increases in overtime and if your team is struggling to unplug at the end of the day, consider strategies like RDOs or end-of-day social check ins.
Social connections can be harder to build for remote workers, so ensure your firm has strategies in place for team members to foster connection. Popular choices include virtual Friday drinks, online team-building activities like virtual escape rooms, and annual on-site staff days.
Having the right technology in place is crucial for a remote or hybrid firm. LawMaster’s practice management technology supports your team to work remotely, with all the data for your matter saved in one place. With a single source of truth for your firm, it doesn’t matter where your team work from, they still have access to the most up-to-date information on each case.
Successful remote working is all about empowering your team’s success. Contact LawMaster today to find out how we can help your firm embrace the future of remote work.