You hire an associate attorney. You invest time training them, introduce them to clients, and finally felt they were able to take some work off your plate. Soon after, they give notice. According to an updated report on associate attrition by the National Association for Law Placement Foundation, your situation is not uncommon. Their findings reveal that 83% of associates who left their firms in 2025 had been with the firm for five years or less-- up from 80% in 2024.[1]
So why are associates leaving so soon after starting with their firm? There isn’t one answer, but retention is often about both sides understanding what they want from the relationship and whether those expectations continue to align over time. Here are some ways both employers and associates can work toward being aligned.
Start With the Right Fit
Many retention problems begin during the hiring process.For employers: Be candid about what the position involves. Discuss the type of work, workload, expectations, office policies, opportunities for professional development, and potential career path. Don’t be vague in the job description or interview process. Use the interview process as an opportunity to get to know the candidate and find out if they would be a good fit.
For associates: Think carefully about what you want before accepting an offer. That can be challenging early in your career when you may not know exactly where your career is headed. But consider what matters to you. It could be practice areas, work environment, mentorship, flexibility, compensation, advancement, or something else. The more you understand your priorities, the better positioned you are to find a good fit.
Mentorship and Clear Expectations
The early years of practice often involve a steep learning curve. An assignment that seems obvious to an experienced attorney may be unfamiliar to a recent law school grad. Remember, law school doesn’t necessarily teach new attorneys how to manage clients, communicate with opposing counsel, organize a caseload, or understand the business side of practicing law. That’s where mentorship can make a significant difference.
For employers: Associates often need someone they can approach with questions and receive guidance from as they navigate unfamiliar situations. Mentorship can be as simple as being available, checking in regularly, explaining the reasoning behind decisions, and recalling what it felt like to be a new attorney. This is especially important in remote work environments. Consider implementing recurring, no-agenda video time blocks where an associate can drop in without having to book a meeting in advance. Clear delegation is equally important. Explain how the work should be done, when it needs to be completed, and what you expect the finished product to look like. Keep assignments appropriate to the associate’s experience and provide feedback. If something goes wrong, find the root cause so that improvements can be implemented moving forward.
For associates: Ask questions when you don’t understand an assignment or expectation. Don’t assume that asking for clarification makes you look incapable. Learning when and how to ask questions is an important professional skill your employer will appreciate.
Transparency About Compensation and the Work Environment
Compensation matters, but it’s only one part of the employment equation.
For employers: Consider whether compensation is reasonable for the market and the associate’s experience. Be transparent about your reasoning behind the salary, and discuss possible raises, bonuses, and benefits. If you aren’t sure what competitive compensation looks like, do the research. Resources such as the Oregon State Bar Economic Survey and legal staffing companies can provide useful information. Work environment matters too. Flexibility and hybrid schedules can be important benefits, but so can the connections people develop through working together in person. If working in the office is expected, explain why. Being together may facilitate mentoring and team cohesion. Also make the experience as practical as possible-- consider parking, public transportation, safety, and access to restaurants, coffee shops, and other amenities.
For associates: Evaluate the entire package. Salary, mentorship, meaningful work, flexibility, professional development, benefits, autonomy, and future opportunities all have value. Know what matters to you and communicate those priorities.
Talk About the "Why" Behind the Work and the Future
One of the most difficult retention problems may be the absence of a clear path forward. Many experienced attorneys remember starting their careers by doing whatever needed to be done, with few questions asked and a reasonable assumption that career advancements would happen. Don’t be tempted to expect younger generations to follow the same path. Today’s associates may also want to understand where that work is taking them. They may want to understand why they’re doing something, how it fits into their development, and whether there is a future for them at the firm. An attorney who repeatedly hears that a senior lawyer is “eventually going to retire” may reasonably wonder: When? What happens to the practice? Is there actually an opportunity for me long-term? It can be difficult for an associate to envision investing in the firm if the only career plan discussed is, “keep working hard and we’ll see what happens.”
For employers: Give associates opportunities to develop skills, take on meaningful responsibilities, build a client base, attend CLEs and networking events, and participate in the broader life of the firm. Give associates something concrete to work toward when possible. The path will look different in every firm, but associates should be able to see that a path for advancement exists.
For associates: Understand that developing as an attorney takes time. Not every assignment will be interesting or directly connected to your long-term goals. Look for the learning opportunity in routine work, communicate your interests, and demonstrate that you are ready for additional responsibility. Don’t wait for someone else to define your career. Communicate what you would like to learn or accomplish.
Create a Sense of Belonging
Ultimately, people want to feel that their work matters and that they are valued.
For associates: Take an active interest in the organization and its success. Look for ways to contribute beyond completing assigned tasks. Build relationships with colleagues and clients. Demonstrate that you are invested in the workplace.
Keep an Open Line of Communication
Sometimes an associate leaves the firm because of a problem that could have been addressed if someone had raised it sooner. Maybe the workload is too heavy. Maybe compensation no longer feels competitive. Maybe the employer has concerns about performance but hasn’t communicated them to the associate.
For employers: Regular check-ins create opportunities to address issues before they become conversations about resigning. Ask what is working, what isn’t, what the associate would like to learn, and what they hope to accomplish. Give associates something concrete to work toward, whether that’s increasing responsibility, developing a practice area, building a client base, participating in business development, or eventually becoming a partner or successor.
For associates: Speak up when something isn’t working. Your employer can’t address a concern if they don’t know it exists. Ask about opportunities and what you need to do to be considered for them. Have the conversation before deciding that leaving is the only solution.
Not every problem can be solved, and sometimes leaving is the right decision. But an honest conversation gives both sides the opportunity to determine whether the relationship can be improved.
