Whether firms are encouraging staff back into the office or doubling down on home working, staff wellbeing remains a major focus across the legal profession. The Brief explores the latest trends.
Law firms differ radically when it comes to expectations regarding working from home, at the office, or via hybrid arrangements. These differences notwithstanding, the emphasis on staff wellbeing is only increasing across the profession.
Although many firms consider this to be a matter of doing the right thing, it also has a solid financial underpinning.
The Mindful Business Charter (MBC) organisation includes the law firms Pinsent Masons, Irwin Mitchell, Farallon Law Corporation and Burness Paul among its members. Its community engagement lead, Rachel Bedford, says, “Firms are increasingly linking wellbeing to their commercial performance, rather than positioning it as a separate agenda.
“Research indicates mental ill-health and excessive stress can cost firms over ten per cent of annual staffing costs through absence, presenteeism and attrition. That makes sustainable ways of working a commercial issue, protecting performance as well as supporting individuals.”
Flexibility
Although some firms are insisting on a five-day return to the office, many others are taking a more flexible approach.
Victoria Nash, HR director at the West Country firm Goughs Solicitors, says, “Today’s lawyers expect flexibility, autonomy, and a genuine work-life balance. They want to feel trusted to deliver outcomes rather than be monitored by time spent in the office.
“Being able to do the school run, manage health needs, or work flexibly is a baseline expectation.”
Nash takes a strong line, and one with which many firms that have “office mandates” are likely to disagree, on businesses that insist on staff attending the office five days a week, which she says reinforces “a work-hard, burnout-prone culture that is deeply embedded in how success is measured.”
Being able to do the school run, manage health needs, or work flexibly is a baseline expectation.
She continues, “This is increasingly out of step with workforce expectations. For Gen Z in particular, this approach simply does not wash. The message received by them is not commitment or professionalism, but inflexibility and mistrust.
“Cross-generational research conducted by Goughs, spanning Gen X, Millennials, and Gen Z, highlights just how significant this shift has become. While Gen X has often been motivated by stability and proving expertise, and Millennials by development and progression, Gen Z places greatest value on belonging, purpose, recognition, and growth.
“Crucially, they are unwilling to accept high-pressure environments that compromise wellbeing. These expectations are not radical demands; they are signals of a workforce seeking sustainability, meaning, and humanity at work.
“Firms that embed these principles build engaged, resilient, and loyal teams, lessons that extend far beyond the legal sector.”
Consultancy model
While older lawyers might, at least privately, express frustration at younger colleagues dictating the terms of engagement at an early stage in their careers, the rise of the consultancy law firm model demonstrates that flexibility is not a purely 20-something concern.
Consultancy firms, of course, tend to be particularly attractive to those in mid- and later stages of their careers.
Adrian Jaggard, CEO of the consultancy law firm Taylor Rose, says, “Wellbeing in law firms has evolved into a core part of how firms attract, retain and sustain high‑performing lawyers. Across the UK legal sector, there is a clear shift towards delivering a more personalised, preventative and flexible approach that reflects the realities of modern legal careers.
“One of the most significant changes has been the normalisation of hybrid working as a wellbeing tool. While hybrid models are now widely adopted, firms are increasingly moving away from fixed office days towards greater autonomy.”
Wellbeing in law firms has evolved into a core part of how firms attract, retain and sustain high‑performing lawyers.
Jaggard points out, moreover, that flexibility over where and how lawyers work is valued particularly highly at more senior levels, where client demands sit alongside wider personal and professional responsibilities.
“The result”, he says, “is more sustainable ways of working, reduced burnout, greater productivity and, importantly, no compromise on client service.”
He continues, “This focus on flexibility is closely aligned with the growing adoption of consultancy‑led law firm models, which inherently support hybrid and agile working. By design, consultancy models bring together autonomy and accountability, allowing lawyers greater control over location, hours and workload, while still operating within a robust compliance and governance framework of a full-service firm.
“For many lawyers, this combination has had a tangible wellbeing benefit, enabling more sustainable careers without stepping away from complex, high‑quality client work.”
How are law firms approaching staff wellbeing in 2026? The Brief investigates.
Office environment
Hybrid working may now be the norm for many firms but the office environment still plays a pivotal role in staff wellbeing, whether they attend for one day per week or full-time.
Pendrick Brown, legal sector lead and managing director of the London office at the architects’ practice HLW, says, “With long hours and high-pressure work still defining legal practice, firms are under growing pressure to address wellbeing in ways that are visible and meaningful. The office plays a bigger role in this than ever before.
“The most progressive firms are rethinking their workplaces to support performance, connection and mental health, without losing sight of their heritage. Law firms are investing more in individual workspaces, collaboration areas and communal space.
“High quality café areas and ‘drop-in’ zones have grown significantly; they are now social hubs that encourage informal interaction and mentoring. Paired with working libraries, huddle rooms and visibility into private offices, the office becomes a social environment that boosts wellbeing and productivity.”
Firms are under growing pressure to address wellbeing in ways that are visible and meaningful. The office plays a bigger role in this than ever before.
Brown points to US firm Dechert’s London office as “a great example”. He says its “intentionally designed communal spaces” foster spontaneous connection, “with a layout that makes moving between meetings, focused work and social interaction feel effortless”.
Done well, he says, “This kind of design directly supports both wellbeing and productivity.”
Supporting neurodiversity
The modern workplace also has to take account of the needs of a diverse workforce.
Nash says, “At Goughs, we recognise neurodiversity as a positive asset that brings creativity and new perspectives. The key is treating everyone as an individual so they can thrive.
“One of our lawyers was diagnosed with ADHD, and through consultation we made practical adjustments: a quiet space to focus, flexible hours, and noise-cancelling headphones. These changes enabled her to work more productively and feel valued for who she is, not despite it.
“When acknowledged and supported, neurodiversity and health challenges become strengths rather than obstacles. Simple, thoughtful adjustments can transform performance and engagement.”
Stress and workload
Growing awareness of mental health challenges is a major driver of firms’ approaches to staff wellbeing. Jaggard says that law firms, as well as promoting flexible working, are placing stronger emphasis on investing in proactive mental health support that is preventative rather than responding at the crisis point.
He explains, “This includes access to professional mental health resources, routine check‑ins led by trained managers and a broader focus on psychological safety within teams. Crucially, wellbeing is increasingly being led from the top, with senior leaders playing a visible role in normalising open conversations about pressure, workload and resilience.”
Awareness campaigns and individual support still matter, but firms are pairing them with operational solutions focused on challenging established working practices.
Bedford says a major recent trend has been for firms to shift away from a focus on individual-focused wellbeing benefits toward addressing systemic sources of stress.
She says, “Awareness campaigns and individual support still matter, but firms are pairing them with operational solutions focused on challenging established working practices. An example might be considering how transactions are approached and having conversations with clients about wellbeing.”
Embracing AI
AI is often seen primarily as driver of profit in law firms but Bedford says it also has a major role to play in improving staff wellbeing, if implemented correctly.
She explains, “AI is here to stay, and forward-looking firms are now asking, ‘What should AI stop us doing, not just help us do faster?’ Used well, it can reduce administrative drag and create capacity for planning and learning.
“Used poorly, it can increase pace and expectations. Early leaders are setting guardrails and are being explicit about where time saved should go, thereby improving work efficiency.”
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