When paperwork drives talent away – and how law firms and legal departments can counteract

For young lawyers, all digital natives, manual processes are a real hurdle: spending ages searching in dusty archives and manually creating text modules can be very off-putting. Some law firms and legal departments have realized that they could lose valuable young talent as a result.

Others, however, persist in their old structures – with all the risks that entails.

We have all been there: a client hands us a draft contract from the other party for review or asks for a contract proposal herself. We sit down, first considering whether we have dealt with the matter before, then searching through the countless files in the archive for a suitable template. We then transfer the task to an associate, check their draft text, revise it and finally send the contract back to the client, possibly with the comment that this is only a preliminary draft and that we would like feedback. At first glance, it is clear that the process described is terribly inefficient!

Problem No. 1: We are under-challenging young legal talent

In my conversations with colleagues of the same age from legal departments and law firms, it becomes clear that repetitive, manual legal work is perceived as frustrating. Young people in their 20s and 30s are at home in the digital world. They are used to searching for high-quality information digitally and to impress with their legal expertise on this basis. In short, the next generation does not want to start from scratch every time, when there are already more efficient ways of doing things.

Experienced colleagues might counter that part of the legal profession is wading through mountains of files and formulating from scratch. This is not entirely unfounded. Nevertheless, the reality remains: we have all been working with templates and samples for a long time, often in confusing structures. And that leads to quality risks and the feeling of wasting time pointlessly – especially for young talent who are full of drive.

Problem No. 2: We waste valuable partner time

The most valuable resource in a law firm is the time that partners can spend advising demanding clients and training junior staff. This is where the greatest added value is created, both for the client and for the firm. In turn, young lawyers can grow much faster if they are involved in truly challenging matters – instead of wasting their time in the document archive or clicking through Excel spreadsheets.

Here, too, the issue of automation is key. Every minute spent on manual routine is a minute less for complex discussions or for mentoring young talent, be it through mentoring or feedback on tricky legal issues. Experienced partners can use their time much more productively if certain repetitive tasks are taken over by digital tools.

Problem No. 3: We do not produce the best possible quality

I know that we lawyers are flattered by the thought that, thanks to our training, experience and expertise, we can find the best solution to the most difficult issues. In principle, this is true – we often receive great appreciation for our work. But let's be honest: can we as individuals always deliver the best possible solution?

Young talents in particular see AI-based assistance systems not as a threat, but as useful support. These tools draw on gigantic amounts of data. This means that they are highly likely to deliver a solid result – perhaps better than if we were to research “on the off chance” under time pressure and with limited resources. The trick is to use technology wisely and to strengthen human expertise, not replace it. Striking this balance not only improves quality but also boosts team motivation – especially among young talent.

Problem No. 4: We are losing out to the competition – in terms of clients and young talent

The use of AI is the order of the day. Clients of law firms or stakeholders of legal departments are often one step ahead here. According to current estimates, a large proportion of office occupations already rely on AI – and it is only a matter of time before it becomes the standard in almost all areas. And young lawyers, who have grown up with it, do not understand why they should be catapulted back to the analog age in a law firm or legal department.

Highly qualified young professionals who want to develop quickly in their careers specifically ask about IT infrastructure and openness to new digital solutions when applying for jobs. They want to work for a progressive employer and are not attached to outdated processes. So, if you don't modernize, you risk not only being left behind in the client business, but also losing touch with the next generation of lawyers.

The step into the digital future is worthwhile

Take heart! Give AI and digital tools a chance and use them! Now is the time! It may not be easy for you, because for many of us, the use of AI in legal work still seems like some kind of taboo. And brace yourself: you will have to deal with the typical teething troubles of any new technology. But believe me: it's worth it!

For one thing, legal work will become more efficient and effective because we can leave repetitive routine tasks to the machines and concentrate on complex advisory cases. For another, younger colleagues in particular are happy when they can finally do what they were trained for instead of maintaining Excel lists and sorting through folders: think legally, argue, advise.

Generation Y and Z place a high value on meaningful work – expecting them to work with outdated, manual processes means risking the loss of these talents. Successful law firms and legal departments will develop into digital pioneers, attracting both the best young talent and demanding clients. In short, take advantage of the digital opportunities to help young lawyers reach their full potential – and secure your future in the legal market!

About the author

Fabian Staub is co-founder and CEO of CASUS Technologies, a Zurich-based legal tech spin-off of the University of St. Gallen (HSG). He studied law in Zurich, St. Gallen, Paris and Uppsala. Before co-founding CASUS, he worked as a research assistant in the field of legal tech at the HSG. The CASUS team is developing an AI-based tool that makes artificial intelligence usable for legal documents. Fabian was included in the Forbes “30 Under 30” list for his entrepreneurial activities.

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