Lawyers Face Burnout in Top Firms Over Workload

Australia's top-tier law firms are driving young lawyers toward burnout as long hours and relatively low pay put pressure on the traditional firm model. These firms demand high productivity under the label of "reasonable additional hours," creating a significant gap between what is expected and what is sustainable. This has raised concerns about the long-term viability of the industry and its internal culture.

Many junior lawyers are bound by standard 38-hour contracts with limited options to challenge unpaid overtime. Although workplace laws are meant to protect them, the reality often involves working more than 80 hours a week. This is especially pronounced at prominent firms known for their reputation, rapid staff turnover and high levels of burnout. Mid-tier firms offer little relief, as lawyers there generally earn $10,000 to $20,000 less than those in top-tier firms, without enjoying a noticeably better work-life balance.

Lawyers who are five years into their careers typically earn between $135,000 and $160,000 including superannuation, with bonuses averaging around 10 to 15%. Comparable positions in elite consulting or banking often pay nearly double, with compensation packages over $270,000 and structured bonuses well above those in legal work. However, it is not just the lower pay but the extreme workloads that lawyers say impact them most. Reports describe months of working 16-hour days, having to respond to late-night emails from partners and facing tight deadlines caused by poor planning.

The traditional "pyramid" model used by firms, where many junior lawyers support a small number of partners at the top, is under strain. Associates are expected to endure highly demanding conditions until others leave. But as resignations increase, the remaining staff face even more pressure, which leads to more departures. An internal culture of urgency and weak management decisions continues to worsen the cycle.

Real change appears to be necessary but challenging. Proposed solutions include hiring more staff, changing performance expectations within firms and reducing top-down pressure from senior leaders. Still, priorities often favor preserving partner income and overall firm profitability. The way law firms have been structured shows little regard for long-term wellbeing, and younger lawyers are less willing to accept those conditions. Without action from leadership, firms could find it increasingly difficult to retain talent and meet the evolving demands of clients.

Source: Australian Financial Review, Law Society Journal, Lawyers Weekly