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The next generation of lawyers is demanding a workplace revolution: Are you ready? Freny Patel reports

Reflecting on his early days, a seasoned Supreme Court advocate from New Delhi reminisces with a hint of nostalgia about how lawyers used to truly master their craft before narrowing their focus. He expresses concern for the younger wave of lawyers, who seem to dive headfirst into the latest trends and specialise right out of the gate.

“It’s turning into a world where they chase after work-life balance but don’t pause to think about where they’ll be in the next five to 10 years,” he laments.

Today’s early-career lawyers distinguish themselves not just by ambition but by how they shape their identities. Unlike previous generations, their value isn’t tied only to their careers.

With reduced financial pressure, they embrace risks and seek collaborative environments that align with their values, even as they navigate the intricate and ever-shifting legal terrain. The unpredictable financial climate adds to their challenges, raising doubts about career futures. Clients often favour established legal dynasties, and partners can sweep away entire teams with a mere change of firms, much like the Pied Piper.

Fresh graduates find themselves adrift in a turbulent sea of uncertainty. It’s no surprise that many of these eager newcomers jump at opportunities when the going gets tough.

High attrition

The legal sector has faced a bit of a pickle in recent years, as retaining young talent involves more twists and turns than a courtroom drama. This issue, often overshadowed by the latest legal trends, could significantly impact the future stability and growth of law firms in India, and across Asia.

Following the pandemic, law firms experienced a notable rise in attrition rates with figures climbing to about 33%. The surge can be attributed to younger lawyers “reassessing life choices, as they were disoriented by the work-from-home culture,” notes Sridhar Gorthi, founding partner at Trilegal, adding that his firm witnessed a similar trend.

The reasons Gorthi cites are diverse, including the “Great Resignation” (a global trend that began in the US in 2020, and impacted India as a significant number of Indian employees voluntarily resigned from their jobs due to various factors triggered by the covid-19 pandemic), a lack of connection due to remote working, a desire to pursue further education, and even mental health issues.

Gone are the days when tirelessly burning the midnight oil, following every order, and climbing the hierarchical ladder were the sure way to become a partner at a prestigious law firm.

Younger lawyers today have a fresh perspective, says Chaitanya Rohilla, a New Delhi-based advocate specialising in civil, commercial and data privacy laws. “They are clear about their potential value and believe in receiving fair compensation and respect in return,” he explains.

It’s not about a lack of loyalty, but rather an understanding that loyalty should be a two-way street. “Firms need to recognise that dedication today is about more than longevity; it’s about creating an environment where talent feels valued and respected,” he points out.

Established law firms might grumble, but what choice do they have? The younger generation desires more flexibility. The question is whether traditional law firms are willing to bend like a well-drafted contract.

“Traditional law firms will need to be more agile and flexible to cater to a generation of younger lawyers who are more discerning and demanding of their workplace environment,” says a second New Delhi-based lawyer wanting to remain anonymous, curiously like several seasoned lawyers that India Business Law Journal interviewed. After over two decades in various law firms, he founded his own specialised practice, having faced numerous legal battles.

Nisha Kaur Uberoi, partner and chair competition law at JSA, says: “Culture and collaboration are key to ensuring retention of talent – when talent moves, it is usually to a place where the culture and collaboration interface co-exists with inclusivity.”

Nishith Desai, founder of Nishith Desai Associates, believes “mentorship, balanced workloads and a culture of continuous learning should become priorities over billable hours alone.”

“Law firms that invest in mentorship and adopt a nurturing environment will find it easier to retain talented individuals committed to their firms,” he explains.

Younger lawyers are also “less tolerant of what they perceive as a toxic work environment”, says Bagmisikha Puhan, managing partner at Puhan and Puhan.

They prioritise not just work-life balance but also freedom. “They want the liberty to say no,” she says. “They don’t want to be at the beck and call of reporting managers; or clients, for that matter.” Based in New Delhi, she specialises in technology, data privacy and healthcare, and recently set up her own law firm.

Financial woes

Money has become a pivotal issue recently, particularly noted among Supreme Court judges. In early November, Chief Justice Sanjiv Khanna expressed concern over the significant loss of young talent in litigation. He stressed the necessity for better financial and social security, advocating a minimum remuneration standard to help new lawyers during their formative years.

“The exodus of young talent from litigation practice is not merely about personal choice, but rather it is symptomatic of structural issues such as meagre financial and social security in the profession, especially for first-generation lawyers,” Judge Khanna said. He also criticised senior lawyers for not guiding newcomers toward public interest work.

Law schools play a crucial role in this landscape. Khushboo Luthra, founder of MetPro Advisors, points to stark salary discrepancies driving lawyers, both young and experienced, to switch firms. “The biggest reason lawyers move firms, young and experienced alike, is the massive salary gap” between Tier 1 and lower-tier firms, she notes, highlighting a relentless ambition to ascend the “salary ladder”.

The commercialsation of legal education has further complicated matters. Krrishan Singhania, founder of K Singhania & Co in Mumbai, remarks that as schools shift their focus toward profit, they often neglect the holistic development of future lawyers. Graduates can emerge with a skewed perception of success, primarily valuing billable hours.

Intensifying the urgency for financial stability, increasing legal education costs burden many young lawyers with substantial student debt, says Singhania. With tuition fees soaring, graduates often carry debts exceeding INR500,000 (USD5,900), which compels them to seek high-paying jobs immediately, he explains.

The salary gap between Tier 1 firms and smaller chambers is striking. While top firms offer packages starting at INR1.5 million per month, smaller firms can only manage around INR50,000 to INR60,000, making competition for talent fierce.

Luthra says it is imperative for law schools to manage expectations by illustrating the full spectrum of salary opportunities across different firm tiers.

A qualified lawyer turned visionary entrepreneur, Luthra left the legal fold to establish her advisory firm, with the intent to attract top-tier professionals and deliver exceptional services.

But “unrealistic expectations” fostered by these institutions demand urgent attention, she says. “There’s a growing call for law schools to offer a balanced view of career paths and salary expectations across different firm tiers, helping students better navigate the realities of the job market.”

As young legal professionals increasingly choose corporate in-house counsel positions over law firms, or leave the legal field altogether for management careers, this shift raises serious concerns for the future of the legal profession, says Judge Khanna, raising the poignant question: “Who will represent common citizens in the future?”