Rethinking HR in Law Firms

Law firms are, at their core, people-driven enterprises. Their success depends not only on technical excellence and client relationships but also on how effectively they attract, nurture, and retain talent. Yet, generally, human resource (“HR”) management in law firms has not always been given the importance it deserves. This is largely due to the way law firms are structured, i.e. partner-led, lawyer-centric, and measured almost entirely through revenue metrics. HR, therefore, has often been reduced to an administrative rather than a strategic function.

For many attorneys, HR even feels unnecessary. There is a deeply ingrained belief that what matters most is the quality of one’s work. If you put in the hours and deliver results, everything else will follow. From this perspective, HR can look like a distraction, or worse, an indulgence. It’s not unusual to hear lawyers dismiss HR initiatives as “irrelevant” or a “waste of time” compared to the demands of practice. The reality, however, is that even the most brilliant and accomplished lawyers cannot operate in isolation. Legal service is delivered through teams, and it is those teams that shape the client experience. HR, when done well, provides an infrastructure that enables performance, reduces friction, and ensures that good lawyers can do their best work consistently.

Clients today are looking for collaborative, responsive, and forward-looking teams. Associates too expect more than just compensation. They seek mentorship, growth, and a sense of belonging. Partners themselves increasingly acknowledge that sustaining a practice is as much about building cohesive teams as it is about individual brilliance. With this knowledge, HR function has an enormous opportunity to redefine its role as more than just a support system. The first step, naturally, then lies in bringing HR into leadership conversations.

Many firms still involve HR reactively, when there is a hiring requirement or a spike in exits. Instead, HR should have a permanent seat at the strategy table, ensuring that people considerations are integrated into decisions on growth, culture, client service, and succession planning. When HR is embedded in leadership, working conditions and culture are thoughtfully designed, and attorneys feel empowered to bring their best selves to work. Firms, in turn, are better equipped to anticipate challenges and proactively shape solutions.

Equally critical is rethinking how HR outcomes are measured. Metrics such as attrition rates, associate engagement, diversity at senior levels, and the strength of leadership pipelines are early-warning signals of a firm’s long-term competitiveness. Investing in culture and leadership development is also no longer optional; it is a decisive factor in securing a firm’s future. Leadership that stays open to new perspectives and industry insights can turn culture into a powerful differentiator, boosting associate satisfaction, loyalty, and client trust. Developing leadership capabilities in associates and junior partners creates a pipeline of future rainmakers, leaders, ensuring continuity in client relationships and giving firms a lasting competitive edge in an increasingly demanding market.

Today’s most successful firms are already rethinking HR, embedding it into leadership decisions, and aligning people strategy with growth and client outcomes. HR is no longer about policies or payroll; it is the cornerstone of lasting success. Strategic HR isn’t just about managing people or reducing exits; it is equally about preventing the unseen costs of conflict and politics, while fostering the cohesive environment attorneys need to deliver at their best.

About the author: Samta Thapa is the co-founder and partner of Agragami Consulting a specialised talent search and advisory firm that works closely with law firm leadership and legal in-house teams on hiring, growth, and talent strategy.

Disclaimer: The opinions expressed in this article are those of the author(s). The opinions presented do not necessarily reflect the views of Bar & Bench.

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