Attracting Young Talent to the IP Field

The intellectual property (IP) sector urgently needs to attract and retain the young generation of legal and technical talent. The core challenge is bridging the gap between the structure of firms and the different priorities of young IP professionals, who seek purpose, flexibility, value, and rapid growth.

Candidates are drawn to firms engaged in cutting-edge technology and those able to demonstrate a strong commitment to diversity, equity, and inclusion (DEI) and work-life balance. These individuals critically examine firm policies and career transparency, while mentorship is crucial for retention. IP firms should evolve into modern, collaborative environments to secure the expertise needed for the future.

Mariana Vargas (Basham, Ringe & Correa S.C.) from Mexico, Andy Whitlock (Mewburn Ellis LLP) from the United Kingdom, and Andy Yu (Deacons) from Hong Kong, moderated by Mami Hino (Abe Ikubo & Katayama) from Japan, provided their insights on how to attract and retain young talent during the AIPPI webinar on November 13, 2025.  This webinar is now available on the YouTube channel D&I Committee webinar – Attracting Young Talent to the IP Field – YouTube

The IP field is dynamic and essential in today’s innovation-driven economy. However, IP firms face critical challenges: successfully attracting and retaining young talent.

This is more than a simple hiring need; it is about securing the future expertise needed to handle complex global IP matters amid the rapid evolution of society and technology.

The main challenge for IP firms lies in understanding the priorities of young talent. Recruiting is tough because the younger generation is highly selective, viewing their career not just as a job, but also as an extension of their values.

Indeed, young generations desire immediate impact, continuous feedback, rapid career progression, and investment in specialized training. In addition, young generations seek more than just a competitive salary: they look for an environment that offers purpose, flexibility, and growth.

The ideal workplace is collaborative, technology-forward, and less hierarchical.

They expect state-of-the-art tools and systems to manage complex dockets efficiently. They also prefer a culture that values their well-being and pushes back against the “billable hours at all costs” mentality. A modern, engaging office space and the option for flexible or remote work are often non-negotiable.

The younger generation also asks to work on cases that shape the future— AI, trademarks for global brands, copyright issues in digital media, fintech, and data privacy.  They also ask directly, dialoguing with partners and colleagues worldwide while working to learn new cultures and improve their soft skills.

Being in touch with young talent from the very beginning helps to understand their needs and be attractive to them. Contacting students during the pre-university stage is crucial for inspiring them to choose relevant university pathways linked to the IP field and for IP firms to stay in touch with a pool of future candidates with diverse backgrounds who can develop innovative solutions. Again, during this phase, competition with other IP firms is lower, and the opportunity to find young talent is high, without the pressure of university recruitment cycles.

When applying, young candidates perform comprehensive due diligence on firms, examining specific areas such as: 1. Clear policies on maximum billable hours, guaranteed vacation, and flexible working arrangements (work-life balance); 2. A demonstrable commitment to DEI, sustainability, and pro bono work. They look for action, not just statements (e.g., Firm values); 3. A transparent and structured path to partnership or senior counsel, complete with defined performance metrics and regular reviews (e.g., career future); 4. Beyond salary, they prioritize educational subsidies for specialized IP training and bonuses tied to firm performance and individual contribution (e.g., Incentives) 5. Pensions.

These are important areas not only in the recruitment phase but also for retention.

In this regard, mentorship plays a central role because it goes beyond mere training: it provides a direct link to the firm’s knowledge base and culture. Young associates want guidance on both the technical aspects of IP law and on navigating their career trajectory. Mentorship reduces burnout.

However, this only works if the mentorship is structured, formal, effective, and made by senior partners and mid-level associates to make young talent feel part of something.

Mentorship is also helpful when it is from young talent to seniors, as it helps them improve their knowledge of new technologies necessary for insertion into IP firms.

Last but not least, do not lie.  Young people often interact with each other through social networks to understand what the environment is like within an organization.

In conclusion, to be attractive, IP firms must adopt a holistic approach to developing young talent that evolves from traditional to modern and innovative thinking. Embracing flexibility, prioritizing well-being, providing mentorship, and demonstrating a genuine commitment to diversity and the future of technology are the keys.