The work-from-home model & the legal practice

Amr Bajamal, partner at NHB Legal and founder of B Legal Knowledge, reflects on the concept of working from home for  legal practitioners and considers its impact on the profession.

1. What is your view on legal professionals opting to work from home?

Five years after the onset of the work-from-home movement in 2020, I can certainly say that it has become a standard mode of work for many legal professionals, whether in-house or in private practice. Several law firms have adapted their office layouts or downsized their premises to accommodate this shift. However, for young lawyers or those aiming to expand their client base, I believe this arrangement may not be the most suitable choice.

2 Do you think that this might conflict with the preferences of many young legal practitioners?

I certainly recognise that to many, particularly young lawyers, I might come across as old-fashioned. However, personal preferences aside, there are undeniable disadvantages to working from home that disproportionately impact young lawyers. For those at an established stage in their careers, the situation is different – they would have likely already found their niche, built a client base, and developed the practical skills that define their legal persona. For someone in their late thirties or early forties, transitioning to a remote work setup might have little to no effect on their career trajectory. However, for individuals in their twenties or early thirties just beginning their professional journey, I firmly believe that working from home can hinder their growth and development as legal practitioners

3. Can you shed more light on the specific elements that young practitioners might miss out on by working from home?

The impact, in my view, is substantial. A successful lawyer’s character is shaped by a unique blend of knowledge, experience, people skills, forward thinking and most importantly, a sense of duty. When a young lawyer spends the majority of their time in sweatpants behind a screen, it often fosters a lax approach to the process. This can lead to them becoming ‘execution-only’ practitioners, who can be highly skilled at executing work but lack their own client base and essential skills such as leadership qualities and public speaking or engagement skills.

Many fall into this trap because it can be convenient for law firms to allow young team members to work from home. It can reduce the firm’s expenses, and in situations where there are other rainmakers, making it less concerning for firms if some team members are solely focused on execution. Whilst this arrangement may may seem appealing and flexible for the younger generation, they should take a moment to reflect on how it might be impacting their professional growth and development.

4. Could this analysis also be relevant for in-house legal practitioners?

Not necessarily. The requirements and expectations for in-house lawyers are quite distinct from those in private practice. I would say that working from home has less of a negative impact on in-house practitioners. Since their role does not typically involve revenue generation, working remotely does not hinder their ability to connect with clients or build a network. However, when it comes to interpersonal skills, I believe that starting a career in-house while working from home can place individuals at a disadvantage. In-house roles already involve interacting within a smaller circle of people, and remote work further limits the opportunities to build meaningful relationships and learn from these interactions.

5. How would you evaluate the impact of remote work on the operational management of law firms?

The impact of working from home largely depends on the individuals involved at both ends.  An employee with strong self-discipline and effective time management skills can ensure their performance remains consistent, making little difference to the person they report to whether they work from the office or home. However, some individuals struggle to thrive in unstructured environments, which can hinder their focus and productivity.

There are also other operational challenges with remote work such as the absence of direct accessibility to team members for unplanned client meetings or internal discussions. Firms also need to invest effort in monitoring the engagement and efficiency of those working from home. This can become a taxing responsibility for managing partners and supervisory staff.