In one of the crucial debates in the legal profession, there has been an increased push towards securing a work-life balance for associates in Biglaw firms. However, the industry has shown a tendency to offer these programs during its busiest times, as noted by legal recruiter Michelle Fivel of Hatch Henderson Fivel. Firms are well aware of the fact that many of their associates are overwhelmed with the crushing expectations of billable hours and are in desperate need of respite.
Curiously, it seems that during slower times, when you would expect work-life balance programs to flourish, firms are less eager to entertain the idea. This counterintuitive approach hints that firms are not as keen to retain associates that might be less willing to play by the established rules. But, when struck by busy periods, such as the one witnessed last year, firms appear more open to devising somewhat “outside the box” strategies aimed at drawing talent.
This peculiar practice suggests that when firms are least capable of fulfilling their work-life balance promises due to an abundance of work, and when associates are least able to benefit from them due to their commitments, these policies and programs seem to be promoted the most.
Fivel pointed out these industry tendencies in comments given to the American Lawyer. The question of implementing reduced workloads at the cost of reduced pay is another intriguing issue in this context. It appears some associates might be ready, willing, and even keen on embracing this change.
The current dilemma underlines the desperate need for feasible work-life balance solutions that cater to the needs of associates without having adverse effects on the firms’ functionality or profitability.
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