When it comes to keeping talented junior attorneys from walking out the door, the legal industry has a big problem—and throwing higher salaries at it simply isn’t working.
The data confirms it. According to Chambers’ 2026 State of the US Legal Talent Market report (which surveyed 8,200 associates across 82 firms), workplace culture drives associate retention five times more than flexible working and twice as much as compensation. The report points to years 2 through 4 as the highest-risk window for departures, with weak mentoring and unclear career progression driving associates to disengage.
Enter Marsha L. Kempson, a shareholder in Segal McCambridge’s Los Angeles office. A seasoned litigator specializing in complex civil litigation, Kempson has spent her career building the exact environment that keeps junior talent invested. Having mentored dozens of junior attorneys on high-stakes cases and resolved complex multi-party disputes, she offers a refreshing, battle-tested approach rooted in genuine mentorship, mutual respect, and clear growth pathways.
In this week’s HR Query, Kempson breaks down why bonuses aren’t solving early-career attrition—and shares what firms must do to move the needle on associate loyalty.
Why is compensation alone no longer enough to retain high-performing associates?
MLK: Competitive compensation remains important, but it is increasingly a baseline expectation rather than a differentiator. High-performing associates can often find comparable salaries elsewhere, particularly in a competitive lateral market.
What determines whether they build a career at a firm is whether they feel the firm is investing in their long-term professional goals. That investment must be visible through:
- Constructive guidance and meaningful mentorship
- Transparency about growth opportunities
- A respectful workplace culture
- Attention to mental health
These elements create the foundation for a long-term, trusting relationship. Associates want to know how they are progressing, what skills they need to develop, and whether there is a credible future for them at the firm. If those conversations and continued support are not established early and revisited often, associates may reasonably question how much the firm values their future. When another employer offers more money alongside a clearer path forward, the decision to leave becomes much easier.
Why is compensation alone no longer enough to retain high-performing associates?
Competitive compensation remains important, but it is increasingly a baseline expectation rather than a differentiator. High-performing associates can often find comparable salaries elsewhere, particularly in a competitive lateral market. What determines whether they build a career at a firm is whether they feel the firm is investing in their long- term professional goals.
That investment must be visible through constructive guidance, transparency about growth opportunities, a respectful workplace culture, attention to mental health, and meaningful mentorship. These elements create the foundation for a long-term, trusting relationship. Associates want to know how they are progressing, what skills they need to develop, and whether there is a credible future for them at the firm.
If those conversations and continued support are not established early and revisited often, associates may reasonably question how much the firm values their future. When another employer offers more money alongside a clearer path forward, the decision to leave becomes much easier.
What does meaningful mentorship look like in a demanding professional services environment?
MLK: Meaningful mentorship starts with making time for people. In a demanding environment, such as the legal space, that requires intention. Associates need regularly scheduled, nonjudgmental conversations in which they can raise questions, concerns, and career goals without fearing that candor will be seen as a lack of commitment.
Mentorship also happens in the work itself. A mentor should provide timely, constructive feedback on an associate’s work product, answer questions as an assignment develops, and explain not only what needs to be done, but why a particular strategy or approach makes sense. Patience and support matter, especially when an associate is learning how to exercise professional judgment.
Practical exposure is equally important. Associates should be invited to observe depositions, hearings, client meetings, and calls with opposing counsel. But participation alone is not enough. Learning what happened, why decisions were made, and what the associate should take away from the experience is often the most valuable part.
Finally, strong mentors help associates develop independence. There can be more than one effective way to accomplish a goal. An associate’s approach may differ from a mentor’s preferred method without being wrong. Being open-minded about those differences helps build confidence, judgment and ownership.
Why are employees in years two through four often at greater risk of leaving, and what can employers do before that happens?
MLK: By years two through four, associates have enough experience to assess whether the promises made during recruitment are being fulfilled. They are becoming more proficient, taking on greater responsibility and beginning to ask whether the firm is truly investing in their future. This is also when recruiters begin reaching out with higher-paying opportunities.
If associates do not see a clear growth path, understand their role within the organization, or feel connected to the firm’s direction, a lateral opportunity can be very appealing. Higher compensation may be the immediate catalyst, but it is often not the underlying reason they consider leaving.
Employers should not wait for an exit interview to learn what is missing. There needs to be regular career conversations, candid feedback, clear supervision, and meaningful mentoring. Associates should understand the skills and experiences expected at the next stage, how advancement decisions are made, and what opportunities exist to take on substantive responsibility. Consistent communication with rising associates reinforces the firm’s view of them as part of its future.
How can leaders make firm culture tangible rather than treating it as a recruiting message?
MLK: Culture can begin as a recruiting message, but it should not end there. Associates need to see and experience it in daily interactions. That includes how colleagues treat one another, whether leaders give constructive feedback, whether time is devoted to development, and whether the firm follows through on its stated values.
Leaders should ask themselves a simple but important question. “If I were an associate at this firm, would I want to stay?” That question should prompt an honest assessment of whether the firm provides clear expectations, respectful communication, access to mentors and a genuine sense of collegiality.
Culture is also tangible in how a firm responds to demanding periods. Legal practice will always involve intense workloads, but firms can communicate early about changing demands, make expectations more predictable where possible and check in with attorneys regularly. Mental health awareness should be part of that effort through open conversation, readily available information and leadership that treats well-being as integral to sustainable performance.
What professional development opportunities have the greatest effect on employee motivation and retention?
MLK: The most effective opportunities help associates see a path beyond the next assignment. Seminars and conferences are valuable because they build substantive knowledge and allow attorneys to expand their professional networks. Speaking engagements can develop confidence, visibility, and subject-matter expertise.
Associates also benefit from meaningful exposure to client meetings and other client-facing work. These experiences help them to see how their work contributes to the development of client relationships, understand the business of law, and develop communication skills.
Equally important, firms should invest in leadership and mentoring training for more senior attorneys. A mentoring culture is stronger when the people expected to guide others are equipped to do so. Regular firm meetings and activities can also reinforce the organization’s goals, advancement framework, and commitment to professional development. The key is to ensure these opportunities are not limited to a select few or deferred until an associate is already considering leaving.
What are three practical actions HR and firm leaders can take now to improve retention?
First, establish meaningful and consistent mentorship. Pair associates with engaged mentors, schedule recurring check-ins, and ensure feedback is specific, timely, and constructive.
Second, make career paths transparent. Associates should understand how performance is evaluated, what skills they need to develop, what advancement may look like, and who can help them navigate that process. Clear supervision, communication, and structure reduce uncertainty.
Third, keep mental health awareness visible and practical. Leaders should normalize conversations about well-being, share available resources, and recognize that sustained high performance depends on a workplace where people feel supported. These actions do not eliminate the demands of professional services but instead demonstrate a firm’s recognition of these demands and a commitment to its people from the outset.