Shifting roles for junior lawyers in EU

In-house legal teams across Europe are rapidly transitioning junior lawyers into higher-value strategic positions as the influence of artificial intelligence (AI) grows within the sector. According to the ACC 2026 Generative AI survey, 31% of European legal departments are actively making this shift, whereas only 16% of their global counterparts are doing the same. The trend demonstrates a proactive approach to modernising workflows with AI, transforming the landscape of legal careers and service delivery in the region.

The survey provides insight into the extent of AI integration within European legal teams, revealing that almost 90% use AI to streamline processes while only a small fraction, 10%, maintain fully manual operations. This data suggests a significant embrace of technology, leading to the re-engineering of work processes. For instance, 30% of European teams now utilise system-embedded AI for invoice auditing, over twice the global average of 14%. With routine work being automated, lawyers are afforded more opportunities to concentrate on critical functions valued by organisations—such as judgment, negotiation, risk assessment, and strategic planning. The trend is particularly stark in Europe, where there is a prevailing tendency to reposition junior talent into strategic roles, rather than merely using AI to enhance basic drafting tasks.

AI's integration has also yielded notable time savings, with 28% of European respondents experiencing quicker turnaround times. This compares to 16% globally, highlighting a regional advantage in operational efficiency. Expectations surrounding costs are likewise changing, with nearly two-thirds (64%) of European lawyers anticipating reductions in overall operating costs due to AI adoption, significantly outpacing the global average of 53%. This shift indicates an evolving perception of AI from a basic tool to a sophisticated system that can drive measurable results and alleviate operational burdens.

However, while AI's presence is expanding within daily operations, many legal departments are not adjusting their hiring or professional development strategies in tandem. Almost 44% of European teams reported no changes in hiring practices due to AI, and 43% do not track technology fluency or AI competency at all. Only 15% have incorporated AI capabilities into both their hiring and performance review processes, indicating a gap between technological integration and workforce transformation.

As a result, the practical implications of these shifts are evident, with routine tasks such as first-pass document reviews increasingly supported by AI. This change enables junior lawyers to focus on interpreting clauses, escalating matters, aiding negotiations, and exercising judgment under supervision. Furthermore, departments are beginning to assess lifecycle costs and overall efficiency rather than solely evaluating whether AI can draft or summarise content.

In conclusion, while the findings illustrate that Europe is advancing towards a more strategic model at a quicker pace than the global average, they also highlight areas where development remains inconsistent, particularly concerning competency measurement and workforce growth in response to the evolving role of AI in the legal profession.