Partner Promotions Are Evolving—Is Your Talent Strategy Keeping Up?

At this year’s NALP Annual Conference, the session “Path to Partnership” sparked important conversations around one of the most defining elements of law firm talent strategy: how—and when—attorneys make partner.

Led by Greg Hamman and Nate Richard of Decipher Investigative Intelligence, the session unpacked the shifting landscape of partner promotions and its impact on recruiting, retention, and long-term succession planning. With changing associate aspirations, competitive lateral markets, and increased pressure on firms to elevate the right people faster, the question isn’t if your firm needs to adapt—it’s how soon.

Here are five key trends, and how law firm hiring teams can turn these insights into strategic action.

Trend 1: Promotion Timelines Are Shifting

According to American Lawyer, 42% of new partners report that promotion timelines are longer than they used to be. And yet, in the wake of the pandemic-fueled lateral hiring boom, some firms are shortening those same timelines to fill gaps and retain talent in key practice areas.

At the same time, geographic and market differences play a role—firms in regions like Chicago may see faster promotion timelines influenced by larger players such as Kirkland & Ellis.

What firms can do:

• Benchmark your firm’s promotion track against competitors—especially within your local market.
• Consider how lateral movement into your firm might influence internal equity or non-equity timelines—and adjust expectations accordingly.
• Be transparent with associates about timeline expectations and advancement criteria.

Trend 2: Gen Z Isn’t Chasing Partnership

Only 23% of Gen Z attorneys say they aspire to make partner, marking a generational shift in how younger lawyers define success.

Today’s associates are prioritizing work-life balance, skill development, and alternative career paths. Many are also drawn to legal ops, in-house roles, or leadership positions that don’t follow the traditional partner route.

What firms can do:

• Redefine what growth looks like beyond equity—think non-equity roles, practice leadership, and client-facing opportunities.
• Offer multiple tracks for development and communicate those options early.
• Highlight business development support, mentorship, and secondments to broaden appeal.

Trend 3: Succession Planning is a Strategic Imperative

With senior partners retiring and the next generation less interested in stepping into those roles, succession planning is no longer a future issue—it’s an urgent talent priority.

Forward-looking firms are already investing in “early identification” programs to pinpoint future leaders and give them the tools to succeed sooner.

What firms can do:

• Build a partner pipeline dashboard that helps track performance, development, and readiness.
• Expose rising associates to client work, business development, and firm strategy earlier in their careers.
• Use feedback from lateral departures to identify gaps in your current promotion and retention practices.

Trend 4: Promotions Are a Recruiting Advantage

In today’s competitive lateral market, your promotion policy isn’t just internal housekeeping—it’s a public-facing differentiator. The firms that are winning top talent are those using their development track as a recruiting tool.

When your firm offers a clear, achievable, and meaningful career path, that resonates—especially with attorneys coming from firms with longer or more opaque tracks.

What firms can do:

• Use success stories from your recent partner promotions in recruiting outreach.
• Emphasize the firm’s track record of internal advancement and mentorship during interviews.
• Customize promotion timelines and development plans to match high-performer trajectories.

Trend 5: Use Data to Drive Smarter Promotions

Firms leading the way in talent strategy are using real-time data—on attrition, performance, and hiring patterns—to shape their promotion processes.

Not every partner track needs to follow the same playbook. Tailoring advancement criteria by practice group or market helps firms retain the right talent and build sustainable pipelines.

What firms can do:

• Analyze exit interview and performance data to uncover trends and blind spots.
• Use performance metrics beyond hours—including collaboration, business generation, and cultural alignment—to evaluate readiness.
• Train partners and supervisors on what success looks like in your firm—and how to develop toward it.

Final Thoughts: Partnership Strategy Is a Talent Strategy

Today’s legal talent market demands more than tradition. Firms that adapt their partner promotion models to reflect associate expectations, market dynamics, and long-term firm goals will be better positioned to attract, retain, and elevate the next generation of leaders.

At LHH, we work with law firms to build partner pipelines, modernize promotion practices, and align talent strategies with business growth. Whether you’re redefining partnership or navigating a generational shift in your workforce, we’re here to help.

Let’s connect—and turn your promotion track into a strategic advantage.