Holland & Knight

Something to Holler about: at Holland & Knight you might be surprised at just “how comfortable a BigLaw firm can really be.”

About the Firm

There’s a lot about BigLaw that’s pretty set in stone. To properly meet the criteria, a firm needs to pull in a high revenue and do so via a substantial headcount – check, check. Holland & Knight is one of the USA’s largest law firms, with a headcount of 2,200 and offices from London to Algeria. That scale translates into a wide spectrum of work too, with top-tier Chambers USA rankings in banking & finance, energy & natural resources, tax, and commercial, securities and appellate litigation in Florida, as well as the likes of bankruptcy/restructuring, corporate M&A, environment, healthcare, insurance and real estate in Tennessee.

"...Most people would be pleasantly surprised at how comfortable a BigLaw firm can really be.”

But, as readers will know all too well, the BigLaw world also comes with a reputation for intense working patterns. Yet associates were quick to highlight that the firm bucks the trend. According to one of Holland & Knight’s juniors, “I spoke with a few partners at the office, and it reinforced statements I had heard about it having good culture. Most people would be pleasantly surprised at how comfortable a BigLaw firm can really be.”

Summer Program

During the summer program, candidates described having "a lot of leeway and flexibility" when it came to taking on work assignments across practices. "There's a variety of research tasks you can take on," said one insider, adding, "It's mostly case law research, but sometimes people invite you to attend hearings as well."

Aside from the work, the program is "really focused towards getting to know people socially, so there are a lot of social events!" we heard. As such, it’s a season that has an impact across the levels of the firm: “Particularly when summers are here, there are social events all the time, and everybody in the office is encouraged to attend.”

Strategy & Future

As one associate put it: “The firm is really on top of AI, which is everything and everywhere in every industry right now.” For instance, “they have invented their own AI software, along with having done a deal/partnership with Microsoft Copilot where all documents are internally protected so we can use it for our work.” Associates also told us that the firm had “done a good job of keeping us privy as they go rather than making decisions and telling us later,” and felt in the loop about top-down decisions.

“A big thing that they see younger associates doing that AI can’t do is business development and bringing new clients to the firm,” one junior added, something consistently referenced as a growing emphasis and skill that the firm invests in developing in younger associates.

The Work

Work allocation reflects the firm’s proactive ethos. There is no centralized staffing system; instead, partners assign work directly, and associates are encouraged to reach out if they are looking for additional matters. Some juniors described this as your standard free market system, but “some people describe it as entrepreneurial. It’s a more personal approach,” one associate explained. “You get to know the partners directly rather than being assigned work through a coordinator,” but does require proactivity to put yourself out there. The approach rewards lawyers who are willing to take ownership of their careers. As one insider explained: “I like to put my hat in the ring when something comes up and tell people I’ll do it.”

The bigger departments like real estate, litigation, corporate and financial services take on the most juniors, with offices like Boston, Dallas, Miami, Nashville and New York housing the largest number.

Career Development

With partners assigning work directly, the consensus was that the system rewards those who aren’t afraid to “put their hat in the ring.” Sources explained that as a general rule, partners welcome ideas and will implement them into work product, but it “helps to put yourself out there.” Associates liked that they could jump into matters at different stages and shape their own exposure, rather than waiting to be slotted into a predefined track. Formal mentoring exists (associates are typically assigned both an associate and partner mentor), but interviewees framed the real engine of development as hands-on experience and organic relationships.

Associates working in smaller teams described particularly rapid skills growth. In some practices, matters are staffed leanly - sometimes “just me and a partner” - which meant that juniors could find themselves drafting motions, agreements and memoranda early on. As one lawyer put it: “In bigger teams you sometimes have to fight for the good work. Here, you’re doing it right away.” In larger teams, where a more significant portion of junior associates are found, development was a touch more traditional. That said, sources still emphasized early responsibility and partner accessibility.

“…the partners I work with? This was their first firm.”

Beyond technical training (including regular litigation sessions and practice-focused meetings), groups encourage involvement in professional organizations and networking. The idea is to build business development skills early so that, as one associate put it, “developing relationships with clients isn’t a sudden transition” later on. Overall, insiders felt the firm invests with longevity in mind: “People stay here - the partners I work with? This was their first firm.”

Hours & Compensation

The firm’s billable target sits at 2,000 hours, though associates were careful to explain that the wording is that it’s an “expectation,” not a hard-edged requirement. “They won’t fire you if you don’t hit it,” one lawyer explained, but the trade-off is that falling short means missing out on the bonus. Most insiders felt the target was realistic: “It’s achievable - of course you have to work hard to do it, but that’s to be expected,” one associate added.

Typical days run from around 7.30am to 7pm for the early birds, or 9am to 7pm “and maybe finishing a couple of things at home.” Busy stretches happen, and a litigation associate told us that “there are those days where deadlines all hit at once,” but for the most part people described averaging 40–50 hours a week.

The firm has a three-day-in-office policy which is tracked (but can be flexible when needed). An associate shared that in their experience “if you have issues with coming into the office, you just let your supervisors know and they’re totally fine with it. It’s a very open conversation to have.” We heard that associates can clock in at other offices in the US if they are traveling, which counts as one of their days in the office. In terms of perks and extras, juniors mentioned great snacks and catering for lunchtime meetings. The salary is market matching and increases as you progress. First year salary sits at $225,000, increasing in an associate’s second year to $235,000.

Culture

“I rolled my eyes reading it on Chambers Associate, but everyone actually is genuinely nice!”

Associates stressed that there is no single mould into which lawyers must fit. The environment is very friendly, with regular associate meetings hosted by each office’s executive partner and social activities varying by office and ranging from Pilates classes to mixers and lunches. “I have good friends from the firm,” one associate shared, “you have to be a team player to thrive here. I rolled my eyes reading it on Chambers Associate, but everyone actually is genuinely nice!” Or, in the words of a laterally hired associate, “previously I was always around the sharpest of elbows, and you don’t have to practice law like that. You can be the best in the city and still be a nice person.”

Pro Bono

Pro bono work forms an established part of the firm’s culture, with up to 100 hours counting toward billable requirements. Associates can also exceed this cap with approval. The firm regularly circulates pro bono opportunities through email updates, with emphasis on immigration, veterans’ advocacy and community legal assistance, but associates can also bring their own projects to the firm for consideration. Other initiatives include legal research for nonprofit organizations, assistance with grant applications and community education projects.

One recent matter involved helping a local resident recover surplus funds following a foreclosure sale on her former spouse’s property. Working alongside colleagues, attorneys successfully secured funds more than $23,000 for the client. Interviewees agreed that partners are supportive of pro bono involvement. Each office has a designated pro bono partner who helps coordinate projects and guide associates interested in taking on additional responsibilities.

Inclusion

Associates consistently described inclusion as a genuine priority. As one source noted, "The firm has done a very good job of emphasizing inclusion, and it remains a very high priority. The firm has made continued efforts to make everyone feel welcome and included.”

Affinity groups, which the firm calls 'engagement networks', are open to all employees and cover a range of communities, including initiatives for women, LGBTQ+ lawyers, and parents. According to insiders, these programmes help foster open dialogue and encourage different perspectives within the firm.