Remote Associates Are Boosting Profits—But at What Cost?

In 2025, law firms are increasingly turning to remote associates as a smart way to grow while also cutting costs, improving flexibility, and accessing broader talent. But while this setup brings real advantages, it’s not perfect. Many remote associates miss out on in person mentorship, casual learning, and the day-to-day connections that come from being in the office. Especially for junior lawyers, the absence of face time can slow development and limit opportunities to build relationships within the firm.

Widening the Talent Pool

According to a study by Remote Attorneys, 87% of law firms now allow remote work in some form. That shift has made it easier for firms to expand their hiring beyond major metro areas, bringing in highly skilled lawyers from anywhere, oftentimes with specialized experience that would be hard to find locally. It also opens doors for attorneys seeking more flexibility in their work lives.

For firms, remote associates mean added capacity without the commitment of full-time hires or the overhead that comes with office space, benefits, and long-term salaries. Small and midsize firms, in particular, are leveraging this model to stay competitive without overextending financially.

Smarter Staffing with Less Risk

With platforms like Lawclerk, firms can assign hourly projects to remote attorneys, matching tasks to talent with precision. This helps manage spikes in workload, like busy litigation periods or transactional surges, without keeping underutilized staff on payroll. It’s a leaner, more agile approach to staffing.

Balancing Flexibility with Connection

While some firms are shifting back toward in-office norms, others are maintaining hybrid models. These can offer the best of both worlds: remote flexibility for focused work, plus in-person time for collaboration, mentorship, and culture building.

Remote associates are clearly helping firms run leaner and faster in 2025. But to truly maximize this model, firms must also think about how to bridge the training and connection gap, ensuring that associates grow with the firm, not just work for it.