Gensler's survey shows lawyers spending less time alone and more time connecting
Lawyers have long associated their offices with professionalism and efficiency. But increasingly, especially in the wake of the pandemic, they crave environments that evoke a sense of relaxation and ease.
Also, while lawyers still spend a significant portion of their time working alone, that share is shrinking as more time is devoted to collaboration, socialization, and professional development.
These were the key findings of Gensler’s latest legal workplace survey. Although the study focused on the US and UK, Matthew Kobylar, a legal workplace expert at Gensler based in Toronto, says the results also reflect trends in Canada based his conversations with Canadian clients.
“Lawyers are spending less time working alone and more time in the networking and the learning-and-development mode. From what I'm observing [in Canada], that's definitely the case.”
According to Kobylar, the growing preference for relaxed, socially engaging workspaces has a noticeable impact on office design in Canadian law firms.
While professionalism and efficiency still matter, there is a clear shift toward what he calls “experiential spaces.”
These layouts are inspired not by traditional business hubs but by places like nature retreats or local cafés – spaces that foster relaxation and informal interaction.
“We're working with probably about a dozen or so [Canadian] firms right now,” Kobylar says. “They all want to know how to create spaces for networking and socializing – to break down barriers so that people get to know each other in an informal way.”
The data backs this up. Gensler’s legal workplace survey found that while 59 percent of lawyers say their current office feels like a professional, efficient business hub, they actually want something more dynamic.
“They want a coffee shop atmosphere – not necessarily a coffee shop, but that buzziness, that energy… and they want spaces to convene and interact for group work,” he says.
He says these changes are significant in larger firms, typically those with over 100 employees, where people may be spread across multiple floors or departments.
In these environments, he says, silos between teams such as litigation, IP, or mergers and acquisitions are common, making it more difficult to build camaraderie without deliberate design choices.
“In a firm of 10 or 20 people, you’re probably already a close-knit group… But when you’re operating across multiple floors, you need to create spaces that allow the activities you want to see – otherwise they’re unlikely to happen.”
The shift toward experiential spaces is also influenced by the varying needs of legal professionals at different career stages.
Gensler’s data shows that partners, who spend only 36 percent of their time in the office, tend to be out with clients more often than not, and only one fifth of their time can be attributed to working from home. In contrast, associates spend about 77 percent of their time in the office – and they’re the ones handling the day-to-day work that partners oversee.
Partners said in the survey that their ideal in-office time would be closer to 61 percent – an increase that Kobylar says reflects their desire to mentor junior staff and maintain visibility.
“Obviously they have obligations to be with clients, but they see the benefit of the office as part of their ability to mentor the next generation.”
Senior associates aimed even higher at 70 percent, while younger associates sought a slight reduction for better flexibility.
“It’s notable,” Kobylar says, “that across all roles, everyone landed around three to three and a half days in the office as the sweet spot.”
Kobylar says that design of the workplace doesn’t just affect culture – it also influences whether employees stay.
He cites data from Gensler’s Workplace Performance Index showing that individuals in high-performing workplaces (those with effective layouts and positive experiences) report higher levels of engagement, satisfaction, and productivity.
In terms of retention, 97 percent of people in high-performing legal offices said they were likely to stay at their firm for the next year. That number dropped to 62 percent in low-performing offices.
When it comes to recruitment, 95 percent of lawyers in high-quality workspaces said they would recommend their firm to others, compared to just 64 percent in lower-rated spaces.
Pre-pandemic, lawyers spent most of their time working alone – about 58 percent according to Gensler’s 2020 data. That dropped to around 40 percent by 2022 and has remained stable since, indicating a permanent shift toward a more collaborative and social work style.
While focus work is still essential – especially for handling complex legal documents – Kobylar says firms now need to support a wider spectrum of activities.
“Yes, we still need to focus on the office,” he says. “But we also need to design those other spaces for collaboration and networking.”
