I have noticed a shift in attitudes amongst some law firm leaders around hybrid working. For some, the topic has dropped well down the agenda and for others the ‘experiment’ is being challenged by voices who want to see a quick return to pre-pandemic office attendance levels.

My view is that we need to embrace the fact that the world of work has changed and that greater flexibility can be a positive and demonstrates a trust in people and recognises their ongoing commitment. This belief comes with the caveat that I feel that firms need to work harder to nurture and develop their cultures, to provide clear guidance on expectations and to ensure that offices are places that have a purpose and facilitate the benefits of in-person attendance.

In our firm, we have avoided mandating attendance levels instead providing guidance which (in terms of work location) puts client need first, business and colleague needs second with personal flexibility third.  Our leaders and managers are focused on creating a purpose for office attendance - anchor days coinciding with in-person training, well prepared and meaningful client team meetings and social events all playing their part.

There are clear benefits for in-person attendance when it comes to supervision and learning by osmosis, building trusted relationships (and importantly friendships) with colleagues and for sharing ideas and collaborating. We don’t want a generation who miss out on those benefits.  If we want to maintain the benefits of flexibility, we have to work harder to make attendance meaningful so that our colleagues recognise there are genuine benefits in attending the office.

If we can do that then culture is preserved and you have a motivated firm.  It is an essential challenge for us all, which we should embrace.