Marcie Borgal Shunk, President and Founder of the The Tilt Institute Inc. Courtesy photo

Smart Strategy

In late 2022, the first Big Law firm imposed a stern return-to-office mandate, tying office attendance to compensation for associates. In the coming months, more than a half dozen large firms have followed suit, cracking down on largely ignored return-to-office policies in a stated attempt to curb dwindling engagement and reignite connection. Yet one can't help but ponder: "In what instance has forcing an individual to engage in an activity compelled them to excitement for it?"

Myriad studies demonstrate flexible, hybrid work models increase productivity. When people work autonomously and on their own terms, they are more efficient and effective. Productivity, though, is only part of the equation. Other aspects of the work experience—mentorship, collaboration, relationship-building, professional development—may suffer in hybrid work environments. In requiring mandatory attendance, law firm leaders are signaling their commitment to these less quantifiable yet equally important facets of the business of law. Statements from firms cite their interest in promoting far-reaching benefits including collaboration, creativity, innovation and skills development.

A noble pursuit? Perhaps. And a strategic misstep that is entirely undermined by evidence to the contrary.