Two-to-four-year associates represent the biggest flight risk for top US firms, with those saying they are planning to leave in the next two years doubling from just one in ten first-year associates to one in five in their second year. The number of highly motivated associates slips from 81% to 69% in year two, before gradually recovering in the fifth year.<\/p>\n\n\n\n
These are the findings of a new report – State of the US Legal Talent Market 2026: What’s Really Motivating the Next Generation of Associates?<\/em><\/a> – published by Chambers<\/a>, the leading data and intelligence partner for lawyers, firms and in-house teams. Researchers surveyed 8,200 associates across 82 top US firms and asked about their motivations, challenges and commitment to their employers. <\/p>\n\n\n\n The research found firms most likely to see associates leave are those that underdeliver on their cultural promise, with firms that fail to live up to expectations seeing 60% of associates wanting to leave after two years. <\/p>\n\n\n\n Eight out of ten (78%) new associates said firm culture was a key factor in their choice of firm \u2013 twice as many as stated compensation or benefits (40%) and three times as many as those choosing based on the training or development opportunities on offer (24%). <\/p>\n\n\n\n Firms that exceeded associate expectations on culture differed on what that culture looked like, but what they had in common was accessible mentorship and a teaching culture, genuine kindness, collaboration and support, and leaders who modelled the culture the firm markets itself on. <\/p>\n\n\n\n Red flags that undermined recruitment efforts and created a sense of betrayal among associates included inconsistencies between the culture of teams or practices, perceived favoritism, a decline in mentorship over time, working for partners who didn\u2019t model the behaviors they expect of associates and firms that promised a better lifestyle but instead increased workloads over time.<\/p>\n\n\n\n The research found that the 10 firms most attractive to lateral hires were: <\/p>\n\n\n\n These firms stood out for their reputation and rankings, the quality of their work and clients, ambition, caliber of people and competitive compensation.<\/p>\n\n\n\n Disengaged and demotivated two-to-four-year associates were six times more likely to leave within two years than those who were highly motivated. The report identifies the levers most likely to result in committed, motivated and ambitious associates, namely:<\/p>\n\n\n\n Cait Evans, global talent head of research at Chambers, says: \u201cOur research shows the importance of culture for the next generation of associates, more so than money, flexible working or development opportunities. If firms fail to deliver on their promised culture, they risk disengaged and unmotivated associates who are more likely to leave for opportunities elsewhere.<\/em><\/p>\n\n\n\n \u201cThe highest risk window comes after the honeymoon phase, between years two and four when motivation drops sharply.<\/em><\/p>\n\n\n\n \u201cOur research showed that there are actions law firm leadership can take to ameliorate this. It isn\u2019t about spending more but it can require significant effort, including communicating a compelling vision that associates can get behind, and creating a workplace that makes associates feel they belong and where those who do not live up to the firm\u2019s values are held accountable. Team members also need to feel they are supported, including through the stressful periods that inevitably come with law firm life.<\/em><\/p>\n\n\n\n \u201cFirms face a competitive marketplace, with the likes of Latham & Watkins and Kirkland & Ellis proving attractive to potential hires looking for international reach, growth potential, high-quality work and a stellar client list. Those that have a clear picture of what motivates their associates and how, when and why that motivation might be lost can use that insight to make the changes needed to retain their top talent.\u201d<\/em><\/p>\n\n\n\n ENDS<\/p>\n\n\n\n For further information, please contact: <\/strong> <\/p>\n\n\n\n Louise Eckersley, Black Letter Communications on 0203 567 1208 or email: <\/p>\n\n\n\n louise.eckersley@blacklettercommunications.co.uk<\/a> <\/p>\n\n\n\n <br><\/p>\n\n\n\n Aicha Marhfour, Black Letter Communications <\/p>\n\n\n\n aicha.marhfour@blacklettercommunications.co.uk<\/a> \/ + 44 (0) 203 567 1208 <\/p>\n\n\n\n\n\n There were 8,200 associate respondents to Chambers\u2019 2026 talent survey covering 82 of the top US law firms. They were surveyed between September 2025 and January 2026. Chambers carries out its talent survey twice a year in the US and UK.<\/p>\n\n\n\n\n\n Chambers is the leading legal data and intelligence partner for lawyers, firms and in-house teams.<\/p>\n\n\n\n Across more than 200 jurisdictions, it conducts over 350,000 research interviews and surveys with in-house counsel every year, and receives 65,000 submissions from 10,000 firms worldwide, providing unrivalled insight into the legal sector.<\/p>\n\n\n\n This research powers Chambers Rankings \u2013 the definitive guide to the best legal talent \u2013 and Chambers Intelligence, which delivers the insights helping forms and in-house teams to succeed.<\/p>\n\n\n\n Chambers\u2019 independent, rigorous research identifies the exceptional and charts the path to success, enabling legal professionals to see with clarity, decide with confidence, and plan with ambition.<\/p>\n\n\n\n Chambers is led by CEO, Tim Noble.<\/p>\n","protected":false},"featured_media":0,"parent":0,"template":"","categories":[],"tags":[],"publication":[],"blocks":[{"blockName":"lazyblock\/chambers-header","attrs":{"header":"PRESS RELEASE: Two-to-four-year associates represent biggest flight risk for top US firms ","headerLevel":"2","blockId":"1iqTR7","blockUniqueClass":"lazyblock-chambers-header-1iqTR7"},"innerBlocks":[],"innerHTML":"","innerContent":[]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"lazyblock\/chambers-header","attrs":{"header":"26 May 2026","headerLevel":"6","blockId":"Z5Tajb","blockUniqueClass":"lazyblock-chambers-header-Z5Tajb"},"innerBlocks":[],"innerHTML":"","innerContent":[]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n Two-to-four-year associates represent the biggest flight risk for top US firms, with those saying they are planning to leave in the next two years doubling from just one in ten first-year associates to one in five in their second year. The number of highly motivated associates slips from 81% to 69% in year two, before gradually recovering in the fifth year.<\/p>\n","innerContent":["\n Two-to-four-year associates represent the biggest flight risk for top US firms, with those saying they are planning to leave in the next two years doubling from just one in ten first-year associates to one in five in their second year. The number of highly motivated associates slips from 81% to 69% in year two, before gradually recovering in the fifth year.<\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n These are the findings of a new report - State of the US Legal Talent Market 2026: What's Really Motivating the Next Generation of Associates?<\/em><\/a> - published by Chambers<\/a>, the leading data and intelligence partner for lawyers, firms and in-house teams. Researchers surveyed 8,200 associates across 82 top US firms and asked about their motivations, challenges and commitment to their employers. <\/p>\n","innerContent":["\n These are the findings of a new report - State of the US Legal Talent Market 2026: What's Really Motivating the Next Generation of Associates?<\/em><\/a> - published by Chambers<\/a>, the leading data and intelligence partner for lawyers, firms and in-house teams. Researchers surveyed 8,200 associates across 82 top US firms and asked about their motivations, challenges and commitment to their employers. <\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n The research found firms most likely to see associates leave are those that underdeliver on their cultural promise, with firms that fail to live up to expectations seeing 60% of associates wanting to leave after two years. <\/p>\n","innerContent":["\n The research found firms most likely to see associates leave are those that underdeliver on their cultural promise, with firms that fail to live up to expectations seeing 60% of associates wanting to leave after two years. <\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n Eight out of ten (78%) new associates said firm culture was a key factor in their choice of firm \u2013 twice as many as stated compensation or benefits (40%) and three times as many as those choosing based on the training or development opportunities on offer (24%). <\/p>\n","innerContent":["\n Eight out of ten (78%) new associates said firm culture was a key factor in their choice of firm \u2013 twice as many as stated compensation or benefits (40%) and three times as many as those choosing based on the training or development opportunities on offer (24%). <\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n Firms that exceeded associate expectations on culture differed on what that culture looked like, but what they had in common was accessible mentorship and a teaching culture, genuine kindness, collaboration and support, and leaders who modelled the culture the firm markets itself on. <\/p>\n","innerContent":["\n Firms that exceeded associate expectations on culture differed on what that culture looked like, but what they had in common was accessible mentorship and a teaching culture, genuine kindness, collaboration and support, and leaders who modelled the culture the firm markets itself on. <\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n Red flags that undermined recruitment efforts and created a sense of betrayal among associates included inconsistencies between the culture of teams or practices, perceived favoritism, a decline in mentorship over time, working for partners who didn\u2019t model the behaviors they expect of associates and firms that promised a better lifestyle but instead increased workloads over time.<\/p>\n","innerContent":["\n Red flags that undermined recruitment efforts and created a sense of betrayal among associates included inconsistencies between the culture of teams or practices, perceived favoritism, a decline in mentorship over time, working for partners who didn\u2019t model the behaviors they expect of associates and firms that promised a better lifestyle but instead increased workloads over time.<\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n The research found that the 10 firms most attractive to lateral hires were: <\/p>\n","innerContent":["\n The research found that the 10 firms most attractive to lateral hires were: <\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/list","attrs":{"ordered":true},"innerBlocks":[],"innerHTML":"\n These firms stood out for their reputation and rankings, the quality of their work and clients, ambition, caliber of people and competitive compensation.<\/p>\n","innerContent":["\n These firms stood out for their reputation and rankings, the quality of their work and clients, ambition, caliber of people and competitive compensation.<\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n Disengaged and demotivated two-to-four-year associates were six times more likely to leave within two years than those who were highly motivated. The report identifies the levers most likely to result in committed, motivated and ambitious associates, namely:<\/p>\n","innerContent":["\n Disengaged and demotivated two-to-four-year associates were six times more likely to leave within two years than those who were highly motivated. The report identifies the levers most likely to result in committed, motivated and ambitious associates, namely:<\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/list","attrs":[],"innerBlocks":[],"innerHTML":"\n Cait Evans, global talent head of research at Chambers, says: \u201cOur research shows the importance of culture for the next generation of associates, more so than money, flexible working or development opportunities. If firms fail to deliver on their promised culture, they risk disengaged and unmotivated associates who are more likely to leave for opportunities elsewhere.<\/em><\/p>\n","innerContent":["\n Cait Evans, global talent head of research at Chambers, says: \u201cOur research shows the importance of culture for the next generation of associates, more so than money, flexible working or development opportunities. If firms fail to deliver on their promised culture, they risk disengaged and unmotivated associates who are more likely to leave for opportunities elsewhere.<\/em><\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n \u201cThe highest risk window comes after the honeymoon phase, between years two and four when motivation drops sharply.<\/em><\/p>\n","innerContent":["\n \u201cThe highest risk window comes after the honeymoon phase, between years two and four when motivation drops sharply.<\/em><\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n \u201cOur research showed that there are actions law firm leadership can take to ameliorate this. It isn\u2019t about spending more but it can require significant effort, including communicating a compelling vision that associates can get behind, and creating a workplace that makes associates feel they belong and where those who do not live up to the firm\u2019s values are held accountable. Team members also need to feel they are supported, including through the stressful periods that inevitably come with law firm life.<\/em><\/p>\n","innerContent":["\n \u201cOur research showed that there are actions law firm leadership can take to ameliorate this. It isn\u2019t about spending more but it can require significant effort, including communicating a compelling vision that associates can get behind, and creating a workplace that makes associates feel they belong and where those who do not live up to the firm\u2019s values are held accountable. Team members also need to feel they are supported, including through the stressful periods that inevitably come with law firm life.<\/em><\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n \u201cFirms face a competitive marketplace, with the likes of Latham & Watkins and Kirkland & Ellis proving attractive to potential hires looking for international reach, growth potential, high-quality work and a stellar client list. Those that have a clear picture of what motivates their associates and how, when and why that motivation might be lost can use that insight to make the changes needed to retain their top talent.\u201d<\/em><\/p>\n","innerContent":["\n \u201cFirms face a competitive marketplace, with the likes of Latham & Watkins and Kirkland & Ellis proving attractive to potential hires looking for international reach, growth potential, high-quality work and a stellar client list. Those that have a clear picture of what motivates their associates and how, when and why that motivation might be lost can use that insight to make the changes needed to retain their top talent.\u201d<\/em><\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n ENDS<\/p>\n","innerContent":["\n ENDS<\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/separator","attrs":{"className":"is-style-wide"},"innerBlocks":[],"innerHTML":"\n For further information, please contact: <\/strong> <\/p>\n","innerContent":["\n For further information, please contact: <\/strong> <\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n Louise Eckersley, Black Letter Communications on 0203 567 1208 or email: <\/p>\n","innerContent":["\n Louise Eckersley, Black Letter Communications on 0203 567 1208 or email: <\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n louise.eckersley@blacklettercommunications.co.uk<\/a> <\/p>\n","innerContent":["\n louise.eckersley@blacklettercommunications.co.uk<\/a> <\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n <br><\/p>\n","innerContent":["\n <br><\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n Aicha Marhfour, Black Letter Communications <\/p>\n","innerContent":["\n Aicha Marhfour, Black Letter Communications <\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n
<\/li>
\n\n\n\n\n\n
<\/li>
<\/li>
\n","innerContent":["\n
\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"lazyblock\/chambers-header","attrs":{"header":"Note to Editors","headerLevel":"3","blockId":"Z1RTEiA","blockUniqueClass":"lazyblock-chambers-header-Z1RTEiA"},"innerBlocks":[],"innerHTML":"","innerContent":[]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n