In the complex world of law, associates can often find themselves responsible for managing a varying number of legal files. In the large law firms – the so-called ‘Biglaw’ – associates usually find themselves working on a handful of large matters, with these significant legal disputes or transactions providing enough work to keep many lawyers occupied. These files can require a significant investment of resources and time, meaning that the associates involved usually only handle a few at any one time. In contrast, at smaller legal businesses, there may be a need for lawyers to take on responsibility for a larger number of legal matters that are comparatively less resource-intensive. The key challenge for law firms is to establish a balance in the allocation of legal files that allows associates to deliver their best work and ensures no opportunities for billable hours are missed.
In my previous experience as a Biglaw associate, my role generally didn’t involve primary responsibility over legal matters. Instead, I was involved in a few major litigation cases and was assigned tasks in relation to those cases by partners, ensuring I could meet billable hour expectations. This situation shifted significantly when I left Biglaw to join a firm where I, and other associates, were expected to take much more active roles in managing the legal files assigned. Emphasizing the importance of hand-on experience, our associates oversaw more than a thousand files at this new firm.
The question of just how many files is too many for an associate to effectively handle is a complex one and is largely dependent on the associate’s experience, individual abilities, and the nature of the work involved in each file. Notably, there are certain factors that may result in associates being burdened with excessive file management duties. A lack of sufficient staff numbers in a firm is a significant reason, particularly in firms that have lower billable hour rates and hence may struggle to afford to hire additional personnel. This often results in existing associates being inundated with numerous files in the hope they can generate extensive billable hours from these matters.
Another key reason is a lack of understanding among managerial staff as to how many files an individual associate can feasibly manage. Partners, who often have minimal file responsibility or only get involved with cases closer to trial, might not realize that associates are overburdened.
The workload associated with each file can also vary significantly. For instance, when I worked in a mass torts practice, I was assigned hundreds of files, but these typically required little work at any given point. However, when it comes to standard litigation cases often managed by insurance defense firms, it’s rarely feasible for associates to manage more than 50 to 60 cases.
While assigning numerous files to a single associate may appear to be a cost-effective approach, it could actually hinder the firm’s efficiency and billable potential. Associates might not be able to devote the necessary time to each file if they’re overloaded. This might result in cases being overlooked, and the quality of associate’s work suffering, as their attention is divided over too many tasks. For the sake of the firm’s efficiency and their associates’ work quality, law firm managers need to take into account these considerations when assigning files.
For a further in-depth view from a real-life legal professional, you can read this account by a partner of The Rothman Law Firm, describing the varying file handling experiences throughout their legal career.