In the CEE region, law firms are facing a growing challenge: the legal profession is no longer as attractive to younger generations as it once was. Law school enrollment is declining, and those who do enter the field often question its long-term viability. The reasons are familiar: demanding studies, pressures of the job, long hours, slow progression, and increasing doubt about whether this is a profession that will remain relevant in the age of artificial intelligence.
Legal education continues to provide a strong theoretical foundation, though there is growing recognition of the need to integrate practical skills further into the learning process. Closer collaboration between universities and legal professionals could help ensure graduates are well-equipped for the evolving demands of modern legal practice.
At the same time, a generational shift is reshaping expectations within the workplace itself. Young professionals today expect more than a paycheck. They want purpose, flexibility, and transparency. Having come of age during prolonged uncertainty (COVID-19, for example), they are often less resilient to traditional pressures. They are less interested in rigid hierarchies and more drawn to organizations where their voice matters, where they can see the impact of their work and feel a genuine connection with their colleagues.
The traditional culture of law firms – often seen as hierarchical, demanding, and formal – can be at odds with the values of younger generations, which has led to a broader skepticism toward large corporate structures.
Many firms across the region have already recognized this shift and begun adjusting. Some strategies have proven especially effective and offer a glimpse of what works best going forward.
Mentorship and coaching have emerged as key – a more effective approach than instruction and control. Younger lawyers respond to guidance, not orders. They want feedback that helps them grow, not checklists that reduce them to a task. Investing in mentoring relationships – peer-to-peer and cross-generational – builds loyalty and strengthens trust.
Also, inclusion from day one proved to be essential. Letting junior colleagues sit in on interviews, take part in discussions, and share in decision-making processes gives them a sense of ownership early on. It shows that their perspective matters, and it helps develop confidence and commitment.
What also makes the difference to them is open, honest, and frequent conversation. Not everything can be changed, but much can be explained. When young lawyers understand the why behind the what, they’re more likely to stay engaged, even when the work is hard.
Additionally, we must keep humanizing the profession. Just as we build relationships with clients over coffee or lunch, we should do the same with younger colleagues, from our own offices and others. Informal moments build trust, break down barriers, and help us move past the image of “big law” as something cold or detached.
Finally, even the idea of firm culture is evolving. It’s not about tradition or status anymore, but about people. It’s about recognizing the energy and perspective that younger generations bring and creating space for them to shape the future alongside us. If employer branding and team engagement aren’t given sufficient focus, we risk facing talent shortages along the way. The pipeline of talent now requires active care and attention. Today, investing in people is just as important as growing the business – the two go hand in hand.
The good news? The next generation isn’t lacking in talent, drive, or ideals. What they need is context, support, and connection. A holistic approach that addresses both professional growth and personal well-being can make a difference. If we provide that, we won’t just retain talent, we’ll reignite a sense of purpose in the profession.
Recently, there have been early signs that the pendulum may be swinging back. In markets like the US, law schools have seen renewed interest over the past few years. Whether this reflects a broader societal response to global uncertainty, a search for career stability, or a revaluation of the role of law in addressing complex challenges remains an open question. Cultural differences between the US and Europe certainly persist, but observing these developments can offer us an insight into whether similar shifts might take root in our region.
What is clear is that the legal profession everywhere is being reshaped – not by technology alone, but by people. If we want to keep growing, we must keep listening. That may well be the most “future-proof” strategy of all.
By Goran Ilej, Senior Partner, Ilej & Partners, in cooperation with Karanovic & Partners
This article was originally published in Issue 12.6 of the CEE Legal Matters Magazine. If you would like to receive a hard copy of the magazine, you can subscribe here.
