In an increasingly competitive market, where every law firm strives to stand out, one factor is gaining importance—though not necessarily featured on a firm’s website or marketing materials: internal culture.

Our partner María Sol Rubio addresses this topic in a new article for Expansión: “Culture as a Competitive Advantage for Talent Retention in Law Firms.”

She analyzes a recent report by the British publication Chambers and Partners, which makes it clear: “For young attorneys, a firm’s culture is one of the main drivers for attraction and retention—often ranking above salary, benefits, or reputation.”

The Leading Teams for 2025 report, compiled by Chambers based on a survey of over 6,500 attorneys across 80 leading U.S. law firms, delivers a striking conclusion: 54% of associates choose their firm primarily because of the culture they perceive within it. Professional development ranks second (42%), followed by reputation (40%). Salary and benefits, while relevant, come further down the list.

Those who stay long-term aren’t staying for the paycheck

Even more interesting, María Sol Rubio highlights, is what happens with retention. According to the same report, those who decide to stay in the medium and long term don’t do so because of compensation, but because of the day-to-day environment. Only 13% of associates say they remain committed to their firm for financial reasons, compared to 72% who cite culture as their primary reason, followed by 61% who point to professional development opportunities.

While these statistics come from the U.S., the parallels with the Spanish market are unavoidable. In a context of increased mobility, greater awareness of well-being, and evolving generational expectations, it is clear that talent can no longer be retained solely with a competitive paycheck. They seek something more: consistency, purpose, autonomy, and meaningful relationships.

When we talk about culture, we don’t mean “good vibes” or having a ping-pong table in the break room. Culture is neither decoration nor internal marketing. It is the set of behaviors, decisions, and unwritten rules that define how work is done in a firm. It’s what is tolerated and what is rewarded. It’s what an associate says (or avoids saying) when describing their firm to an outsider.

Three structural factors that define a strong culture

The report identifies three structural factors that define a strong culture: teamwork, mentorship and leadership accessibility, as well as continuous learning and development. Here’s an important nuance: only 7% of respondents mention formal training programs as key to their growth. What matters most is exposure to strategic matters, mentorship (formal or informal), and progressive autonomy.

Strong cultures don’t emerge by chance. They require intentionality, consistency, and leadership. Firms that excel in this area have made deliberate decisions: creating spaces for connection, institutionalizing mentorship, establishing feedback opportunities, and promoting recognition policies that go beyond financial results.

These firms have also addressed a critical point highlighted in the report: behaviors that erode culture. 60% of respondents report having witnessed conduct that runs counter to the firm’s values—ranging from toxic leadership to discrimination or lack of collaboration—which often go unaddressed. The impact is devastating: motivation drops, trust erodes, and turnover increases.

Do you want to keep reading?

You can read the full article in Expansión [here]