​In the world of law, training is everything. The long-standing tradition of “learning by osmosis” — listening in on calls, shadowing senior associates and partners, and absorbing firm culture in the corridors of the office — was disrupted almost overnight by the COVID-19 pandemic. As a legal recruiter working closely with firms and candidates alike, one concern I consistently hear is how to address the professional development gap that emerged for lawyers who began their careers in those unprecedented remote conditions.

These junior lawyers, now 2-5 years PQE, entered the profession during a time of screens, isolation, and unprecedented uncertainty. Many missed out on in-person mentorship, informal feedback loops, and the confidence-building experiences that come from being physically present in a bustling legal environment. Law firms are now at a pivotal point: either allow that gap to widen — risking long-term performance and retention issues — or proactively invest in tailored, remedial training strategies.

Here’s how law firms can support and elevate this generation of lawyers:

1. Conduct a Skills Gap Audit

Start by understanding where the gaps are. This doesn’t have to be a formal exam-style assessment but rather a structured dialogue between team leaders, HR, and junior lawyers. Ask questions like:

• Where do they feel underprepared?

• What kind of work or tasks do they avoid or feel anxious about?

• Are there core skills (e.g., client communication, drafting, negotiation) that they haven't been able to develop?

Identifying trends across teams will inform targeted interventions rather than relying on assumptions.

2. Reintroduce Shadowing and Live Learning

What was once spontaneous now needs to be intentional. Reinstate the benefits of in-person learning by encouraging junior lawyers to sit in on client calls, attend in-person meetings, and shadow senior lawyers during live negotiations or court proceedings. Even encouraging lawyers to work in-person 2–3 days a week with scheduled “learning touchpoints” can reignite development.

3. Create Structured Mid-Level Training Programs

These lawyers don’t need entry-level inductions, but they also can’t be assumed to have received the same mid-level grounding as their pre-COVID peers. Consider workshops or programs focused on:

• Client handling and relationship management

• Commercial awareness and risk identification

• Business development strategies

• Leadership and delegation training for future supervising roles

Think of it as a second stage graduate program, designed for those now stepping into more autonomous roles but potentially missing foundational pieces.

4. Assign Dedicated Mentors

Formal mentorship is more critical now than ever. Assign mentors who are briefed not just to offer career advice, but to actively fill in training gaps — reviewing drafts, offering feedback on client communication, and sharing real-world stories that provide context to the legal advice juniors are giving.

Regular check-ins (not just annual appraisals) will help track progress and build confidence.

5. Normalize the Conversation

Perhaps most importantly, make it safe to talk about the gap. Many junior lawyers feel embarrassed or alone in their concerns. Normalise the idea that the pandemic disrupted everyone’s development, and that the firm is committed to bridging that together — not penalising people for circumstances beyond their control.

Final Thoughts

Investing in this cohort is not just the right thing to do — it's a smart business move. These lawyers have shown resilience, adaptability, and the ability to thrive under difficult conditions. With the right training and support, they’ll not only catch up — they’ll bring a unique perspective that benefits your firm’s future.

At the end of the day, training is not a one-off event. It’s a continuous process — and for our COVID-era junior lawyers, that process needs a thoughtful restart.