The Debate: Skills Gap or Engagement Crisis for COVID-Era Law Associates?
The notion that associates who started their careers during the height of the COVID-19 pandemic (roughly 2020–2022) are “behind” their pre-pandemic peers has gained traction among some Big Law firm leaders. However, a growing chorus of midlevel associates, talent consultants, and industry observers argues this isn’t primarily a skills deficit—it’s a symptom of deeper disengagement fostered by the pandemic’s disruptions and firms’ uneven responses. Drawing from recent reporting and discussions, let’s break this down.
What Firm Leaders Are Saying: A Perceived Skills Lag
Firm managing partners and practice group heads often point to a noticeable gap in “soft” professional skills among these early-career lawyers. Key complaints include:
- Limited interpersonal and networking savvy: Remote onboarding meant less face-to-face interaction with mentors, clients, and colleagues, leading to weaker relationship-building and firm culture absorption.
- Slower professional maturation: Associates hired in the work-from-home era reportedly struggle with tasks requiring nuanced judgment, like client communication or courtroom presence, which were harder to learn virtually.
- Examples from the trenches: In hybrid environments (now standard, with most firms mandating 3+ office days weekly), these associates are seen as less proactive in seeking feedback or volunteering for high-visibility work.
This view persists even as in-office mandates have been in place for 2–3 years, suggesting to critics that it’s less about COVID’s direct impact and more about firms’ failure to bridge the gap proactively.
The Counterargument: It’s Engagement, Not Aptitude
Midlevel associates (themselves pandemic-era hires now rising through the ranks) and legal talent consultants push back hard, framing the issue as a motivational and structural problem rather than an inherent skills shortfall. Their case:
- Mentorship voids: Pandemic-era disruptions scattered senior lawyers, leaving juniors without consistent guidance. Virtual check-ins couldn’t replicate informal office chats, leading to isolation and burnout.
- Punitive return-to-office (RTO) policies: Mandates perceived as rigid and trust-eroding have bred resentment. Younger lawyers, shaped by flexible remote work, view them as relics that prioritize control over collaboration, eroding loyalty.
- Career development neglect: Firms often skimp on structured paths for these associates, like tailored training or cross-practice rotations, exacerbating feelings of stagnation.
Anecdotal evidence from legal forums echoes this: In a Reddit thread on “COVID class” attorneys, users describe thriving when given autonomy and non-billable time for networking/CLE, but floundering under micromanagement. One commenter noted, “You have to include nonbillable time… chatting with other associates,” highlighting how hybrid setups can amplify disconnection if not handled thoughtfully.
Supporting Data and Trends
While hard numbers on “behindness” are scarce, related metrics paint a picture of engagement woes:
- Attrition spikes: In 2024, 41% of departing associates jumped to rival firms (up from 31% pre-pandemic), often citing better cultures and flexibility elsewhere—not skill mismatches.
- Hybrid work pitfalls: A 2021 ABA analysis identified four “culture killers” in post-COVID setups: inconsistent policies, visibility biases (e.g., remote workers overlooked for promotions), eroded trust, and siloed teams—all fueling disengagement among juniors.
- Shifting preferences: Surveys show Gen Z and millennial lawyers prioritize work-life balance and mental health support; firms adapting with “wellness days” or mentorship pods report 20–30% higher retention.
Broader industry reports, like those from NALP Foundation, link associate satisfaction to factors like pay equity and inclusive leadership—areas where pandemic hires feel shortchanged.
So, Is It Engagement?
The evidence tilts toward yes: What leaders call a “skills gap” often traces back to disengaged talent starved of meaningful connections and growth opportunities. Pre-COVID associates benefited from organic immersion; their juniors got Zoom fatigue instead. On X (formerly Twitter), discussions reflect this frustration—one user lamented how COVID derailed law school peers’ job hunts, pushing many into unrelated fields due to “rough” market conditions.
Paths Forward for Firms
To flip the script:
- Invest in hybrid-friendly mentorship: Pair juniors with dedicated “sponsors” for regular, agenda-free check-ins.
- Reimagine RTO: Frame office days around collaborative events (e.g., skill-building workshops) rather than mandates.
- Boost engagement metrics: Track via anonymous pulse surveys and tie results to partner incentives.
- Embrace tech thoughtfully: Tools like AI for routine tasks can free time for human-centric development, but only if paired with training.
Ultimately, treating this as an engagement fix—rather than blaming associates—could stem the talent bleed and build a more resilient post-pandemic workforce. If your firm is grappling with this, starting with a talent audit might reveal it’s less about “catching up” and more about catching their attention.