Learning and career progression in the AI-enabled law firm
The legal sector is adapting to AI with uncharacteristic speed and agility, with important implications for training and performance assessment.
AI can perform tasks that were an important training ground for junior lawyers, and firms are questioning how juniors will develop expertise if deprived of significant workplace learning experiences, such as due diligence and other resource-intensive tasks at which AI excels.
Addressing the knowledge gap
Lawyers will still need critical analysis skills, expert legal knowledge and practical experience to interpret and refine AI-generated content effectively. AI platforms are capable of critical analysis, but human judgement is needed to determine whether their conclusions are sound. So, preserving the breadth and depth of traditional legal training and skills development seems sensible and necessary.
Continuing to facilitate the capture and sharing of tacit knowledge and practical insight of experienced lawyers remains important. At Travers Smith, we are keen to preserve the learning opportunities provided by our room-sharing model. This type of learning will always be at the heart of how our lawyers develop expertise and ability to make the fine judgement calls that will continue to distinguish success.
Adapt to survive
However, lawyers must become more proficient at interacting with technology, evidenced by the growing trend in hybrid legal/tech training contracts. Rather than developing a new career pathway, Travers Smith’s current approach is to weave new tech skills (for example, developing AI applications, prompt drafting skills, rules for safe use) into existing training programmes, reflecting the extent to which technology is now embedded in our day-to-day.
Firms should also embrace advances in training design and delivery, including more ‘experiential’ training which matches the learning preferences of generation Z/Alpha. For example, we are currently seeing the emergence of virtual reality platforms for professional skills training, and law schools using AI to spot gaps in students’ knowledge and channel relevant learning resources.
A broader skillset?
Firms shouldn’t overlook the need to upskill lawyers in critical business and people skills (such as project management and business development), which are less vulnerable to the march of technology. Lawyers of the future must be multi-talented professionals and traditional competency frameworks are evolving to reflect this broad skillset, including new tech and innovation skills.
Entirely new career pathways are also emerging, including legal technology specialists trained at law firms, who facilitate close collaboration with lawyers on the development of legal tech products. These new pathways are attractive both to lawyers looking for a new challenge and to new entrants with different skillsets.
