of firms expect equity partner salaries to rise by more than 10% over the next 12 months.
of firms have no formal process to prevent lawyer underutilization.
of firms still allocate work primarily through partner preference.
of firms say AI is already changing hiring priorities and team composition.
Based on insights from over 800 law firm leaders and senior operations, HR, and resource management professionals at firms across the UK and North America, the BigHand Legal Talent and Resourcing Report 2026 highlights how rising talent costs and AI are reshaping resourcing priorities over the next 12 months.
| Build matter profitability into allocation decisions as talent costs continue to rise. |
| Track where AI releases capacity and where it creates extra review work. |
| Identify unused lawyer capacity while there is still time to deploy it. |
| Prepare for retirements and attrition by allocating work that builds future leaders. |
Talent costs keep climbing
32% of firms expect equity partner salaries to rise by over 10% in the next 12 months.
Matter profitability receives limited oversight.
23% of firms routinely monitor matter-level profitability at management or executive level.
Clients are questioning AI value.
46% of firms have been asked why fees have not reduced despite AI use.
Succession risk is already visible.
Firms expect 35% of equity partners to retire within five years.
What the findings mean for you
Voluntary attrition sits at around 30% at every level of seniority, and around one-third of partners are expected to retire within five years. 22% of firms are prioritizing a review of associate career development, and 24% have complete automated data on associate skills. Protecting the talent pipeline calls for visibility into where it is weakening.
Voluntary attrition sits at around 30% at every level of seniority, and around one-third of partners are expected to retire within five years. 22% of firms are prioritizing a review of associate career development, and 24% have complete automated data on associate skills. Protecting the talent pipeline calls for visibility into where it is weakening.
Resourcing relies on manual or informal methods at 42% of firms, and 37% allocate work primarily through partner preference. 15% use forecasting and capacity planning to anticipate demand. Bringing capacity and matter economics together before work is allocated helps operations teams spot pressure points early and deploy the right resource at the right cost.
Resourcing relies on manual or informal methods at 42% of firms, and 37% allocate work primarily through partner preference. 15% use forecasting and capacity planning to anticipate demand. Bringing capacity and matter economics together before work is allocated helps operations teams spot pressure points early and deploy the right resource at the right cost.
AI is already changing hiring priorities and team composition, according to 99% of firms, and 69% have fully implemented legal AI. Efficiency becomes commercial value when firms can see where capacity is released and where review work is created. 24% of firms have complete automated data on associate skills and experience to support that view.
AI is already changing hiring priorities and team composition, according to 99% of firms, and 69% have fully implemented legal AI. Efficiency becomes commercial value when firms can see where capacity is released and where review work is created. 24% of firms have complete automated data on associate skills and experience to support that view.
Talent costs are rising, with 32% of firms expecting equity partner salaries to climb by over 10% in the next 12 months and 30% expecting the same for senior associates. 22% explicitly consider matter profitability when allocating work. Each poorly allocated matter erodes the return on the firm’s largest investment.
Talent costs are rising, with 32% of firms expecting equity partner salaries to climb by over 10% in the next 12 months and 30% expecting the same for senior associates. 22% explicitly consider matter profitability when allocating work. Each poorly allocated matter erodes the return on the firm’s largest investment.
