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As law firms adjust to the relaxation of restrictions, it would be wise to consider how a permanent flexible working policy could benefit their lawyers and legal professionals, writes Paul Garth.
NSW breathed a collective sigh of relief last week after it was announced borders would reopen and restrictions would be relaxed. Although there are trepidations ahead of the winter season, the legal sector has been cautiously planning how to reopen their offices for the benefit of staff and clients. From 1 March, working-from-home rules will be eased and what will be on many firms’ minds is whether they will adopt flexible working on a more permanent basis.
So expecting employees to return five days a week (if that was your policy before the pandemic) is unrealistic and, at worst, detrimental to your business prospects and talent retention. We’ve seen hesitancy around this in other countries – a UK government study found that 85 per cent of employees would prefer to work in a more “hybrid” manner in future – i.e. a mixture of working from the office and home.
Indeed, each time a chief executive announces they want staff back in five days a week, they’ve been met with derision and criticism, especially as EY recently found that over half of workers would quit their job if they weren’t given flexibility. As demand for legal advice throughout the pandemic has remained high in Australia, many will be frustrated as to why they can’t work on a flexible basis more permanently when they’ve proven they can be just as productive working from home.
Flexible working isn’t a new thing to the legal sector, and firms such as Pinsent Masons adopted an agile working policy years before the pandemic. However, for some firms that are considering making agile working permanent in their business, this will be new territory, and it is important for staff to be actively involved in forming and enforcing it too. In the first stages of planning, it’s worth:
Paul Garth is an account director at Pinsent Masons Vario.