• Sullivan & Cromwell signals a five-day return-to-office (RTO) expectation, aligning with clients like JPMorgan Chase and Amazon.

• WSGR recently announced a higher hours threshold for associates to qualify for special bonuses.

• Other firms maintain more flexible policies, with three- to four-day in-office requirements becoming the norm.

• Firms grapple with balancing client service, mentorship, and flexibility in shaping their attendance policies.

The legal industry remains divided on how to approach office attendance in 2025. While some firms signal a push toward pre-pandemic norms, others embrace flexible hybrid models tailored to their culture and talent retention strategies, according to Law.com.

• Sullivan & Cromwell recently updated its office manual to reflect a preference for five days of in-office work. While not an explicit mandate, the language implies that full-time office attendance aligns with optimal client service and collaboration. 

• “We therefore rely on our lawyers to set their own schedules, taking into account our clients’ needs, their own and their colleagues’ professional development, and their personal commitments,” a firm spokesperson said.

Pressure from Clients and Peers

The updated office manual coincided with media reports that several major corporate clients like JPMorgan Chase and Amazon are also ramping up their office attendance expectations, indirectly influencing firms. 

Law firm strategy consultant Kent Zimmermann noted that leaders often cite client trends to justify stricter policies internally. “What’s happening in corporate America bolsters what the leader of a firm wants to happen in their firm,” he said.

However, the limited pool of specialized legal talent gives firms less latitude to enforce stringent attendance policies. Instead, many firms focus on balancing flexibility with the need for in-person collaboration and mentorship.

Associate Frustration with WSGR Bonus Condition

Some firms’ attendance policies and performance metrics tied to bonuses are causing friction with associates. Wilson Sonsini Goodrich & Rosati (WSGR) recently announced a higher hours threshold—2,000 instead of 1,950—for associates to qualify for special bonuses, frustrating those close to the previous cap, according to Above the Law.

Associates voiced concerns about the abrupt change and delayed disbursement of bonuses. 

“Feels very much like they moved the goalposts at the last minute for people who were otherwise locked in for the bonus, which has been the same hours requirement forever,” an associate remarked. “Also, they are paying bonuses 2 months later than usual (March 31 vs February 1). People are quite annoyed.”

Balancing Client Service and Flexibility

Many Big Law firms, like and, are resisting a full-time RTO push, opting instead for hybrid models.

• McDermott Will & Emery reports that its top performers naturally average four in-office days weekly. Nixon Peabody requires two out of three core days.

• For firms like Holland & Hart, the focus is on achieving a balance that satisfies clients, promotes lawyer well-being, and fosters firm culture. The firm continues to require three in-office days per week, believing that flexibility has proven effective.

• DLA Piper’s leadership emphasizes that mentorship and training quality matter more than physical presence. 

“What you have are pros and cons, and I think there really are three considerations for firms,” said Frank Ryan, the firm’s global co-chair. “Number one, are you delivering for clients? Do you have policies for your lawyers that allow you to compete and deliver service at the highest level? Two, are you mentoring your people? Are they getting the right training? And lastly, what culture do you want the institution to have? For all firms, it's a balancing act."