What an in-house lawyer wants from their career in 2025

What an in-house lawyer wants from their career in 2025

Over the last few years we've seen a significant shift in the career aspirations and demands of lawyers, particularly those working in in-house legal departments. Once considered the ultimate career goal for many private practice solicitors, the allure of in-house roles is now being questioned. This blog explores the evolving expectations of in-house lawyers, the challenges they face, and what they seek from their careers today.

The role of in-house legal counsel has transformed dramatically over the past decade. Traditionally seen as a more stable and balanced alternative to private practice, in-house positions offered the promise of creative freedom, strategic involvement, and a better work-life balance. However, recent surveys and industry insights suggest that the appeal of in-house roles is waning, particularly among younger generations of solicitors.


The decline in in-house aspirations

In-house legal roles have long been coveted for their perceived benefits, but recent data indicates a decline in interest. According to a ÀÏ˾»úÎçÒ¹¸£Àû survey of over UK solicitors, only 4% of legal associates at law firms plan to move in-house within the next five years. The majority (75%) of associates plan to stay in private practice, with more than half planning to remain at their current firm.

Stuart Greenhill, Senior Director of Segment Strategy at ÀÏ˾»úÎçÒ¹¸£Àû UK, notes, "In-house teams might have to work hard to attract and retain talent in the years to come. Fortunately, coming up with innovative new ways to achieve their goals has always been their strong suit."

The age imbalance and training challenges

One of the challenges facing in-house legal departments is the age imbalance within their teams. The majority of in-house counsel start their careers in private practice before transitioning client-side. As a result, 77% of in-house teams are aged between 31 and 50 years old, while only 5% are under 30. This age disparity is partly due to the limited training contracts available in-house, with only 10% of all trainees entering through the Solicitors Qualifying Exam (SQE) route.

The decline in trainee solicitor registrations, down 22% since 2019, further exacerbates this issue. General counsel must now convince a new generation of solicitors to consider in-house roles as a viable career path.

The work-life balance conundrum

Work-life balance has emerged as a top priority for junior solicitors, with 71% of associates placing it among their top three considerations when seeking a new role. This emphasis on balance is reshaping career decisions, as many young lawyers are unwilling to sacrifice their personal lives for high-paying positions. While a higher salary remains important, at 69%, the modern generation of lawyers is challenging the traditional notion of choosing between work-life balance and financial rewards.

I want to learn more about how Lexis+ AI can save time.

Ashley Wootton, Head of Employment Law (Global) at Just Eat, shares his perspective: "What I didn't like was the requirement to be available at every moment, and to hit high and constantly increasing targets."

Rethinking career progression and partnership

The traditional path to partnership is losing its appeal among junior solicitors. Only 25% of associates aspire to make partner within the next five years, with this figure dropping to 22% at large law firms. This shift presents an opportunity for in-house departments to attract talent by offering alternative career paths that align with the evolving expectations of young lawyers.

Elizabeth Rimmer, CEO of LawCare, explains, "Junior solicitors are no longer aspiring to be partners. They will likely take one look at the lifestyle of current partners and be put off."

However, for those already working in-house, moving up the ranks is attractive to many. The ÀÏ˾»úÎçÒ¹¸£Àû survey found that 40% of in-house solicitors find the prospect of becoming General Counsel attractive, with 27% rating it as very attractive. Similarly, 37% view becoming a Board-level leader as attractive, with 32% considering it very attractive. Additionally, 36% are drawn to the idea of heading a legal department, with 29% finding it very attractive. These statistics highlight the continued appeal of leadership roles within in-house legal departments, even as the broader landscape evolves.

Embracing technology and innovation

Technology is playing a pivotal role in reshaping legal career paths. In-house legal teams have the advantage of access to internal technology, innovation, and data teams, which can enhance their work and career development. However, junior solicitors in private practice are growing frustrated with their firms' lack of investment in technology. Only 41% of associates believe their firms are adequately investing in new technology, while more than half have no interaction with tech teams.

May Winfield, Global Director of Commercial, Legal and Digital Risks at Buro Happold, highlights the potential of generative AI: "This won't replace the analysis and skillset of lawyers, but facilitate their reviews to be done faster and more consistently."

The future of in-house legal careers

The demands and expectations of in-house lawyers are evolving, driven by a desire for work-life balance, career progression, and technological innovation. In-house legal departments must adapt to these changing dynamics to attract and retain top talent. By offering flexible career paths, embracing technology, and fostering a culture of innovation, in-house teams can position themselves as attractive career destinations for the next generation of legal professionals.


Related Articles:
Latest Articles:
About the author:
Dylan covers the latest trends impacting the practice of the law. Follow him for interviews with leading firms, tips to refine your talent strategy, or anything technology and innovation.