What work flexibility means for lawyers: Shulin Lee of Aslant Legal
The legal industry—long known for its steadfast traditions—is undergoing a quiet but profound transformation spurred by the hybrid work revolution.
The once-rigid boundaries of office life have been redrawn, challenging the industry’s reputation for conservatism. Lawyers, from fresh associates to senior partners, are now prioritising work-life balance as they sample the benefits of flexible schedules—be it sharing family dinners or avoiding hours lost in traffic.
This shift, while embraced by some, has polarised firms: global players view hybrid work as a magnet for top talent, while others cling to outdated models and risk obsolescence.
For Shulin Lee, a former lawyer and now the founder and managing director of Aslant Legal, the narrative is clear: hybrid work isn’t a fleeting trend but a pivotal shift that’s redefining how the legal sector functions.
Lawyers today are not only seeking clarity on remote work policies but also leveraging flexibility as a bargaining chip for career satisfaction.
From requests to work from Bali to calls for bespoke career paths that eschew traditional partnership tracks, flexibility has morphed into a key competitive advantage. Firms that align with these preferences are thriving, while those resistant to change face dwindling retention and eroding trust.
Yet, as Shulin emphasises, true flexibility goes beyond ticking boxes or implementing one-size-fits-all policies. It demands a cultural shift led from the top, where performance eclipses facetime and individuality is celebrated.
Here is our interview:
From your perspective, how has the shift towards hybrid work influenced the legal industry, especially in traditionally conservative settings like law firms?
Hybrid work has transformed the legal industry in ways few could have predicted. Today, “What’s the work-from-home policy?” isn’t just a question—it’s a dealbreaker for lawyers considering new roles.
For an industry rooted in tradition, the pandemic cracked open the door to flexibility. Lawyers, from junior associates to senior partners, had a taste of work-life harmony: family dinners, zero commutes, and the freedom to blend work and life like never before. But the response has been anything but uniform.
Big firms in Singapore have leaned on structured hybrid models, such as 3-2 or 4-1 splits, to ensure mentorship and visibility. Smaller firms are crafting tailored policies, while global players use hybrid work as a talent magnet, combining trust, innovation, and flexibility.
The bottom line? Hybrid work isn’t a perk; it’s a competitive edge. Firms that embrace it will thrive. Those that don’t risk being left behind in an industry quietly evolving at its core.
What are some of the most common flexibility requests you see from lawyers today, and how have these preferences influenced how firms structure roles?
Remote work options. Lawyers want clear policies, not vague promises. “Work from anywhere” is now a key factor in job satisfaction. Many are even working from Bali, Europe, and beyond, blending productivity with a change of scenery.
Flexible hours. The traditional long hours are being traded for staggered or compressed schedules that let lawyers manage life without sacrificing performance.
Alternative career paths. Not everyone wants the partnership track. Many are eyeing roles like hybrid in-house positions or non-partnership progression paths.
These preferences are forcing firms to rethink roles. Structured hybrid models, fully remote options, and part-time or bespoke tracks are becoming the norm for those who want to attract top talent.
Many firms have adopted 3-2 or 4-1 hybrid models, but you suggest that flexibility goes beyond simply counting days in-office versus remote. What does true flexibility look like in a law firm setting?
Flexibility isn’t just about policies—it’s about culture and culture starts at the top. If the boss is in the office every day, what message does that send? It signals that presence matters more than performance, undermining the very idea of hybrid work.
Here’s what real flexibility looks like:
1) Lead by example. Leaders need to walk the talk. If they expect their teams to embrace flexibility, they must model it themselves whether by working remotely or adjusting hours to prioritise outcomes over optics.
2) Focus on results, not face time. Great work speaks for itself. Trust lawyers to deliver without equating value to hours spent at a desk.
3) Redefine office time. Office days should be purposeful. Use them for collaboration, mentorship, and innovation—not just for appearances. True flexibility demands a mindset shift, not just a policy change.
How do you balance individual flexibility preferences with firm-wide policies, especially when matching legal talent to law firms through Aslant Legal?
Balancing individual needs with firm policies is all about alignment. At Aslant Legal, it starts with understanding what matters most to candidates, whether it is remote work, flexible hours, or tailored career paths, and what firms can realistically offer.
Clear communication is key. We foster open conversations to uncover priorities on both sides and explore creative solutions. Sometimes that means negotiating hybrid arrangements; other times, it’s about setting expectations upfront.
The goal is to have a perfect match where personal preferences align with firm values, creating placements that work seamlessly for the long haul. It’s not just about filling roles but about building careers and teams that thrive.
Also Read: The Great Office Tug-of-War
You mentioned the importance of aligning flexibility with a firm’s core culture. How can law firms define this cornerstone culture, and what role does it play in recruiting and retaining top legal talent?
As a recruiter, I see the return-to-office (RTO) trend creating deep divides. Employers want a return to pre-COVID office culture, where physical presence signalled productivity. But for employees—especially working parents—this shift means hours lost to commuting and time spent in the office when they could be delivering results from home.
The tension is real: bosses want “bums on seats”; workers want the freedom to do great work without sacrificing their lives outside the office.
Many feel silenced, afraid to ask for flexibility, fearing they’ll be labelled as slackers or uncommitted.
Now, companies are facing a serious retention problem. The best talent doesn’t just have options—they’re actively seeking workplaces that respect their ability to excel without being chained to a desk. They aren’t just asking about salary anymore; they’re looking for genuine flexibility. Ignore that, and you’ll see your top performers move to competitors who ‘get it.’
The upcoming tripartite guidelines on flexible work arrangements are a step forward, but real change requires more than policy. It demands a major cultural shift—a shift away from glorifying face time, overwork, and burnout as signs of commitment. Without this, flexibility will remain a distant dream.
You can bring people back to the office, but only a thoughtful approach will retain their loyalty and drive.
Looking ahead, what trends do you anticipate in work arrangements within the legal sector? Do you think larger law firms will approach flexibility differently from smaller firms?
Flexibility is here to stay, but its implementation will vary widely. Larger firms will likely refine structured hybrid models like 3-2 or 4-1, supported by advanced technology to boost collaboration and client work. They’ll balance flexibility with in-office expectations, particularly for junior lawyers, where visibility and mentorship are key.
Many larger firms remain tied to the billable hour, a model central to their profitability, which inherently values time over outcomes.
This stands in contrast to the growing industry shift toward outcome-driven work, creating pressure for even these firms to rethink their approach.
Smaller firms, on the other hand, are often more agile. Many have already moved away from the billable hour, adopting flat fees or value-based pricing that align with client preferences and reflect this focus on results over hours. Their flexibility in work arrangements further positions them as attractive options for top talent.
The future of legal work will favour firms that adapt to an outcome-driven mindset, combining flexibility, innovation, and high-quality delivery to stay competitive in a rapidly evolving landscape.