Top Biglaw Firm Opts for Three-Day In-Office Policy: A Trend Analysis
As the legal industry continues to navigate the evolving landscape of remote and in-office work, law firms are experimenting with various approaches to balance productivity, employee well-being, and firm culture. While a significant number of Biglaw firms are pushing for a four-day in-office work week, Arnold & Porter, a prominent firm ranked No. 51 on the Am Law 100 with a gross revenue of $1,193,720,000 in 2024, has announced a more moderate three-day in-office policy, setting a potentially influential precedent within the industry.
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Arnold & Porter’s Approach: A “Modest Adjustment”
Arnold & Porter’s decision to implement a three-day in-office policy, specifically on Tuesdays, Wednesdays, and Thursdays, beginning in 2026, reflects a deliberate strategy to foster collaboration and maintain a sense of community without imposing excessive demands on employees’ personal lives. According to a memo released by CEO Sean T. Howell, the firm aims to “build on the success and sense of community that make our firm so special” by increasing in-person interactions. This approach may be particularly appealing to attorneys and staff who value flexibility and work-life balance, potentially giving Arnold & Porter a competitive edge in attracting and retaining talent.
Prior to the full implementation of the three-day policy, Arnold & Porter will operate in a “virtual operating status” during the week of Thanksgiving (November 24-28) and the final two weeks of the year (December 22, 2025 – January 2, 2026). This period allows for a gradual transition and provides employees with extended time off during the holiday season. The firm’s phased approach demonstrates a commitment to thoughtful implementation and consideration for employee needs.
The Broader Biglaw Trend: Four Days and Beyond
Arnold & Porter’s three-day policy stands in contrast to the growing number of Biglaw firms requiring attorneys to be in the office four days a week. Firms such as A&O Shearman, Cooley, Covington, Davis Polk, Dechert (junior associates), DLA Piper (corporate associates), Goodwin, Hogan Lovells, Latham & Watkins, Paul Weiss, Ropes & Gray, Sidley Austin, Simpson Thacher & Bartlett, Skadden, Arps, Slate, Meagher & Flom, Vinson & Elkins, Weil Gotshal & Manges, WilmerHale, and White & Case have all implemented similar four-day mandates. This trend suggests a widespread belief among Biglaw leadership that increased in-person presence is crucial for maintaining firm culture, fostering collaboration, and promoting mentorship opportunities.
Notably, some firms are taking an even more stringent approach. Sullivan & Cromwell, for example, requires attorneys to work from the office five days a week, indicating a strong emphasis on traditional office-based work. The variety of approaches highlights the ongoing debate within the legal industry regarding the optimal balance between remote and in-office work. Each firm’s decision likely reflects its unique culture, business needs, and strategic priorities.
Implications and Future Outlook
The divergence in in-office policies among Biglaw firms has significant implications for attorney recruitment, retention, and overall job satisfaction. Firms with more flexible policies, such as Arnold & Porter, may attract candidates who prioritize work-life balance and remote work options. Conversely, firms with stricter in-office mandates may appeal to attorneys who thrive in a more traditional, collaborative office environment. The long-term success of each approach will depend on its ability to foster productivity, maintain firm culture, and attract and retain top talent.
As the legal industry continues to adapt to the evolving work landscape, it is likely that firms will continue to refine their in-office policies based on employee feedback, performance data, and broader industry trends. The three-day policy adopted by Arnold & Porter serves as a noteworthy example of a more moderate approach that prioritizes flexibility and employee well-being, potentially influencing other firms to reconsider their own mandates. The coming years will be crucial in determining the long-term impact of these varying policies on the Biglaw landscape.
Staying Informed
Keeping abreast of the latest developments in law firm policies is essential for attorneys and legal professionals. Resources such as Above the Law provide valuable insights into firm culture, compensation, and work-life balance. Attorneys are encouraged to share information about their firm’s office attendance plans to contribute to a more transparent and informed legal community. Anonymously sharing memos and updates can help others navigate the evolving landscape of Biglaw.
For those seeking to share information, Above the Law encourages readers to email them with details regarding office reopening plans, using the subject line “[Firm Name] Office Reopening.” Alternatively, readers can text information to (646) 820-8477. Anonymity is guaranteed, and sharing memos (even as photos to avoid metadata issues) is appreciated to provide comprehensive information to the legal community.
Conclusion
The decision by Arnold & Porter to adopt a three-day in-office policy represents a noteworthy departure from the growing trend of four-day mandates in Biglaw. This “modest adjustment” reflects a strategic effort to balance in-person collaboration with employee flexibility and well-being. As the legal industry continues to grapple with the evolving dynamics of remote and in-office work, the success of Arnold & Porter’s approach will be closely watched, potentially influencing other firms to reconsider their own policies and prioritize a more balanced approach to work-life integration. The future of Biglaw work arrangements remains dynamic, with firms constantly evaluating the optimal balance between productivity, culture, and employee satisfaction.
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