What characterises a millennial?

The defining characteristics of millennials – those born between 1980 – 1996, according to Pew Research – have been documented across a whole raft of research (notably from PwC and Deloitte), articles and books in recent years. The general consensus is that theirs, is a generation with a world view inevitably shaped by significant events such as financial recession, technological revolution and the rise of social media. As a result, they have less inclination to be motivated by money alone, a strong need for work / life balance, a commitment to their personal development, technological savviness, a preference for flexible working, an attraction to work which has social or charitable impact and a keen interest in diversity.

How millennials are changing the legal landscape

This crop of young lawyers is having a transformational impact on the workplace: according to legal services provider LOD, firms are moving from a ‘dormant, low-tech, individualistic system to a dynamic, high-tech, collaborative one.’ As In-House Lawyer magazine points out, over the first half of the 21st century, millennials will replace Boomers as the dominant demographic group throughout society: since law will be no exception, it is vital for employers to consider the ways in which they attract and retain millennial talent. Factors which have traditionally worked in the past, such as financial rewards, do not appear to inspire this generation in the same way.

Top tips for motivating millennials

With this in mind, here are our top tips for attracting and keeping our partners of the future.

1. Create an agile work environment.
   Millennials are used to wireless, mobile technology that gives them the flexibility to work wherever they need – or choose to. Offer remote working where possible and provide a secure means of access to the information needed to do their jobs when they aren’t in the office.
2. Dispense with rigid hierarchical career paths.
   Research shows that millennials are inclined to be peripatetic: they will move from place to place and are unlikely to want to follow a highly structured career path to partnership at one firm. Instead, build alternative career paths that still allow top talent to prosper.
3. Provide workload predictability.
   Of course there are times when work will inevitably ebb and flow but, where possible, try to ensure that workload can be anticipated in advance. The new generation of lawyers will graft hard but they value work / life balance so highly that if they can never make personal plans, they are unlikely to willingly remain in a role.
4. Develop an inclusive culture.
   A generation that has grown up with social media is one that understands the value of an open platform of interaction, collaboration and dialogue. Again, a hierarchy where voices are kept separate will not appeal. Instead, form project teams of various levels of seniority which encourage participation, mentoring and feedback between generations.
5. Utilise their tech savviness.
   It’s clearly a fallacy that every millennial is an innately skilled programmer, but they are certainly more likely to be aware of the technology available to them. Manually sifting through paperwork will appeal even less when they know that there are faster, more efficient methods, if only the firm would invest in business intelligence or data analytics. Use their understanding of technology to drive innovation.
6. Seriously consider diversity.
   Don’t just pay it lip service. The law firm of today should be fully committed to a culture of inclusivity. Set targets for diverse representation.
7. Promote charitable and community involvement.
   It is important for millennials to feel that their vocation is worthwhile: financial reward is rarely their sole motivator. Involve them in work with social meaning. As a firm, consider the ways in which money and time can be used to benefit good causes.

So, leaders of law firms should be mindful of the fact that today’s millennials will be the partners of tomorrow, Succession planning now is vital: firms must attract and retain the best millennial talent in order to ensure the longevity of their businesses.

To find out how Clayton Legal can help you plan for the future needs of your firm, contact us today.

Take a look at some of our other blogs to gain more insight into the legal sector.

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UK recruitment industry news website Recruitment Buzz is the latest media outlet to cover our market analysis for advertised legal roles in Yorkshire.

This follows articles from publications including Yorkshire and Lincolnshire Business Link, Bdaily, and the Global Recruiter.

To find out what the results mean for legal professionals in Yorkshire and the surrounding areas, please click the links above.

The New Year is an ideal time for a fresh start and, as a result, more people decide to make a career move than at any other point. So, with companies likely to see a significant increase in the amount of applications from which they must shortlist, how can they ensure that they pick out the right candidates? Here are our top five tips.

1) Before you begin to look at the applications, it’s vital that you define your ideal candidate. Use your job description and person specification to create two checklists: the essential criteria and desirable criteria needed to do the job. The standards are likely to relate to all of the following key areas, plus any others that are relevant:  education, work experience, skills and knowledge, competencies and personality traits. Be very strict about the criteria you term ‘essential’: these should relate to the qualities and traits of top performing employees in the role.

2) The next step is to begin the shortlisting process. At this stage, some employers choose to utilise the services of a specialist recruiter that knows the market inside out: they can identify the right talent quickly and may already have people among their network of candidates that might fit the role.

3) If shortlisting in-house, do so in stages.

Stage 1: Go through the applications and discard any that don’t meet all of the essential criteria. You now have a list of candidates who can all do the fundamentals of the role. At this point, it is also worthwhile noting where applications have come from so that you know where to advertise future vacancies.

Stage 2: Decide how many candidates you want to interview. Go through the remaining applications, weigh them against each item in your list of desirable criteria and record the number of criteria they meet. Some recruiters like to use a spreadsheet as this helps them to rank candidates at a glance. During this stage, you should also check that there are no inconsistencies in their CV and that spelling, punctuation, grammar, presentation and attention to detail are in line with your expectations.

4) You can now decide who to select for interview. It is important to think outside the box here: you may have a list of desirable criteria, but it’s unlikely that an individual will meet all of them, so decide which combination will have the most impact. Also, if you are replacing a current post holder, don’t have a vision of replacing like with like: think about what they could do when they joined, rather than what they can do now.

5) In addition to notifying the candidates selected for the next stage, ensure that you also contact everyone who applied –even if there were hundreds- to thank them for their interest, but letting them know that, unfortunately, this time they have not been shortlisted for interview. A superior candidate experience is crucial in today’s skills short environment. After all, a candidate that isn’t the right fit for now might just be, in the future.

If you have a vacancy and would like to talk to us about how we can help you shortlist the right person for the job, contact our specialist team of recruiters.

The relaxation afforded by the Christmas break gives many busy legal professionals an opportunity to reflect on their careers. And, of course, January is a time for fresh starts and resolutions about the direction you want to take in the New Year. So, if you plan to make a career move, here are our top tips for lining up the right job.

Assess

Firstly, assess your current role and responsibilities. What are the positive aspects and what do you find is lacking? Now think forward to the end of next year. What would you like to be doing career-wise at that point? Are you seeking a change of organisational culture? Also consider your current strengths and achievements: where have you added value? Which areas do you need to develop? Do you need more training or experience in order to compete with other candidates? Many jobseekers find it helpful to talk to a specialist recruitment consultant about the current market and the prospective options available to them.

Research

Once you know what you’ve got, what you want and why you want it, you can move onto the next step of identifying potential employers that will help you to achieve your future career goals. Research and create a list of firms that you would like to work for, as well as making notes on what they can offer you and what you can bring to them. Again, if you have a recruitment consultant, they can help you shortlist firms that could be the right fit for you based on their network.

Update

The end of a year is a good time to revisit the basics and make sure that your CV and online presence reflect your achievements. Take time to update your resume and ensure that your LinkedIn profile is complete: add new specialisms and adjust the key words in your profile so that they reflect the aspects you wish to be associated with going forward.

Develop

Before applying for a role, it makes sense to put yourself in the best position to compete. Think back to when you assessed the areas in which you could develop. Recognise and utilise training opportunities provided by your current employer, or find a local or online short course in a relevant area. Consider how you could gain additional exposure and opportunities to demonstrate your skills and knowledge, such as writing pieces for your company website or a professional publication, or by volunteering on a committee. Think about where you are active outside of work: now might be a great time to find professional associations or groups where you can attend meetings and network with people who are in the field. Attend seminars and thought leadership events to ensure you are at the forefront of your industry and able to take advantage of the opportunities that are available.

Initiate

The final step is to find that job. If you haven’t already, register with a good specialist recruitment agency and discuss precisely what you are looking for so that they can contact you as soon as an opportunity arises. Revisit your shortlist of potential employers and see who is posting jobs, or make speculative applications. Let your network know about your job search as this might reveal an opportunity which hasn’t yet been advertised. Dedicating just ten minutes a day to, say, emailing a contact who works in a field of interest, could be fruitful.

If you’re looking for a new challenge in the New Year, get in touch today to see what opportunities we have available.

You may also like to download our guide on How to Develop Your Legal CV.

Take a look at some of our other blogs to gain more insight into the legal sector.

What are the five main generational groups?

Today’s workforce comprises five generational cohorts, each spanning roughly fifteen years, all of whom have grown up in differing social, historical and economic contexts. Most people have heard of ‘Baby Boomers’ (people born between 1945 – 1964), ‘Generation X’ (1965 – 1979) and ‘Millennials’ (1980 – 1994). However, a new ‘Generation Z’ of those born in 1995 or later is emerging and, as the state pension age continues to rise, we are seeing more people working who are pre-Baby Boomers.

Can they work together effectively?

We can assume, quite logically, that employees of different generations will have unique traits shaped by the contexts in which they grew up and also that they will typically be at different stages of their careers. However, because times have changed so much between 1945 and today, it is also often presumed that employees will have varying motivators and aspirations depending on their age and will behave differently at work as a result. A global survey of 2500 executives by Future of Work Consortium, found that almost a quarter believed that ‘inter-generational cohesion’ was the most significant risk their company faced, suggesting that these multi-generational workforces create a climate of tension and misunderstanding.

But it’s not that simple. While each generation will have unique traits – for example, Millennials and Generation Z have been immersed in technology from birth – often they have more in common with each other than not. Ron Zemke, co-author of the book Generations at Work: Managing the Clash of Boomers, says: “Generational conflict is more likely to arise from errors of attribution and perception than from valid differences.” The key to effectively leading such a varied group of staff is to understand and respect differences, but avoid assuming people fit negative stereotypes. In short: treat staff as individuals.

So, with that in mind, what are the top tips for law firms with a multi-generational workforce?

1. HR professionals and leaders must create a culture where diversity is recognised and each generation’s different experiences, knowledge and viewpoints are respected and welcomed.
2. Create effective and collaborative multi-generational teamwork by publicly identifying each person’s skills in the group, i.e. “Claire practised in France for many years so could advise here.”
3. According to HayGroup’s thought paper, it is a myth that different generations need different management styles to engage and motivate them. Instead, firms should ensure that leaders are equipped to adapt their styles so that they focus on individuals, rather than attempting generation-specific leadership.
4. Employees, should receive coaching as individuals with their generational needs and career stage in mind. For example, Generation Z may be in most need of an onboarding and socialisation programme as they enter the profession and Millennials are likely to look for support as they seek advancement, particularly as managers.
5. Provide real time feedback, not just annual appraisals, so you are in tune with each employee’s ongoing needs for support.
6. Research shows that training preferences vary between generations. The CIPD’s Tapping into Talent report found that Generation X and Millennials preferred independent learning using computer-based training or the internet, whereas Baby Boomers and pre-Baby Boomers preferred more traditional classroom or paper-based training. Ideally, training should be tailored to individuals or a mix of both types used where possible.
7. HayGroup’s analysis of five million employees’ data found that all generations cite exciting and challenging work as the primary reason for staying at their company. Younger generations – unsurprisingly, as they start out in their careers – seek ‘opportunities to advance’ as the next most important factor, whereas at 55 plus, ‘meaningful work’ replaces advancement opportunities. Seek feedback from employees on how far these needs are being met.
8. Be forward thinking. Technology allows us to work anywhere, but many law firms still insist that people work at their desks. Digital natives such as Millennials and Generation Z may find this frustrating.
9. Consider how far remuneration packages appeal to each generation. Much has been made of most Millennials’ current inability to purchase property. According to a NexGen survey by PwC, most would now choose workplace flexibility, work/life balance and the opportunity for overseas assignments over financial rewards.

So, putting stereotypes of each generation aside, ultimately employees want the same thing: to be challenged at work and to have a good manager who acts as a coach and helps them achieve their specific career goals. Is your firm making the most of a multigenerational workforce?

To discuss how Clayton can find the right people for your firm, please contact us

Take a look at some of our other blogs, to gain more insight into the legal sector

Rapid advancements in technology have been widely adopted by employers in varying sectors and geographies – and for the most part, they’ve been introduced highly effectively. However, new research suggests that the sheer rate at which technology is advancing – coupled with rising client expectations – has actually hindered the profitability of the majority of law firms here in the UK.

In an attempt to become more agile for example, and reflect the wishes and desires of millennials, law firms have set out to embrace mobile working arrangements…yet this has often proved both expensive and somewhat patchy in its effectiveness.

So where are firms falling short and what can they do to ensure their success?

PwC’s annual survey of law firms reveals that a combination of rising client expectations, increased pricing pressures and staffing costs, and a failure to keep abreast of new technologies, has led to average fee income growth of just 3%. In addition, half of the firms surveyed saw domestic profits fall. Given that technology can be of huge benefit in reducing staffing costs – through automated processes, for example – and reacting faster to clients’ demands, are these firms missing a trick? It would appear so…

As David Snell, partner and leader of PwC’s law firm advisory group says, “Fundamental action is needed to future-proof the shape and operation of the legal sector. Technology will impact all areas, from client service delivery to business support and, importantly, staff recruitment and retention.” 

Clearly, firms need to harness technology to their advantage – not only to assist their talent management strategies but crucially to deliver a better, more efficient service to their clients.

Increased agility and a focus on the client

So, how can firms focus their efforts on systems that will enable them to be more agile, increase efficiencies and ultimately deliver a better client experience? Client demands are changing, and the pressure is on law firms to manage their relationships and use their technology more innovatively.

The people agenda will continue to play a large part, and against a backdrop of skills shortages and intense competition for talent, the legal sector must embrace emerging technologies to ensure the very best legal candidates want to work at their firms. Snell, for instance, highlights artificial intelligence as one such innovation that will not only aid retention but also help firms to achieve more effective staffing levels and react faster to changing client demands.

The answer?

Recruiting, developing and retaining top talent remains a priority for boards, and while many have embraced the agile working model, it’s perhaps time that more follow suit given PwC’s findings. Especially when we consider that 84% of all respondents in a recent Grass Roots survey indicated that their benefits package is keeping them in their current role.

The message is clear; if firms want to keep staffing levels maintained in order to meet the ever-growing demands of their client base, agile working must be a part of their business model.

How does yours compare? For more information on how to adopt a more effective recruitment and retention strategy, talk to us here at Clayton Legal.

Call the team today for information about how Clayton Legal can assist your firm with recruitment and retention strategies. And for more insights from the team take a look at our other blogs and resources.

What exactly is Artificial Intelligence?

Lawyers have been making good use of LegalTech – software which allows them to do their work in a way which is more efficient and cost-effective – for some years now. A number of repetitive, labour-intensive manual processes such as reviewing documents for relevant information can now be done through automation, which enables professionals to devote more time to strategic work. But the most pioneering strand of this technology is Artificial Intelligence (AI) – software that has the capability to perform tasks that normally require human intelligence. When this kind of technology is used, it promises to be faster and more accurate than a human. In a profession where attention to detail is everything and mistakes can be costly, it pays to be aware of what AI can offer.

How law firms are currently benefitting from AI

So, how is AI transforming the everyday practice of law? The most common way is during the process of document review. Once, routine tasks such as drafting contracts and analysing legal documents were often delegated to junior lawyers. Now AI can be used to proofread and intelligently detect errors such as inconsistencies and omissions far faster and more accurately than a human, which dramatically speeds up the preparation of complex documents.

AI is also expediting the process of research and improving its accuracy: cognitive intelligence applications such as Watson can, for example, search through case law and identify relevant information and patterns, then evaluate and summarise the results. This makes it a valuable tool to lawyers working on due diligence, investigations and compliance related tasks. Staff at Berwin Leighton Paisner, for example, use an AI system to extract and check data when they work on certain property disputes, in a process which now takes minutes rather than weeks.

There are also some examples of AI currently being used in ways which seem more in line with the futuristic, robotic visions depicted in science fiction. A number of firms have been experimenting with AI robotic lawyers -or ‘lawyerbots’ – which can be used to provide legal advice and answer questions over the internet. With development, this could certainly replace the ‘send a request form’ section of many firms’ websites. In addition, AI is being used to sift data to predict outcomes, one fascinating example being the algorithm created by Chicago-Kent College of Law professor Daniel Martin Katz. It predicted the outcomes of 7700 U.S. Supreme Court cases with 70 percent accuracy, making it more precise than the forecasts made by legal experts. As the technology develops, it seems reasonable to anticipate AI being used to review information in real time and conduct risk assessments in order to help deal with potential legal problems before they emerge – pre-empting litigation.

How law professionals will need to adapt

But what does this mean for the future of the legal profession? And will lawyers need new skills? Unfortunately, there isn’t any AI which makes predictions about that. However, we can assume that as more legal professionals come to recognise how useful AI is as a time- and money- saving diagnostic tool, the more they will use it to support their work. It is likely that lawyers, especially those at the junior end of the market who are often tasked with those time-consuming research and review processes, will be freed up to work on more cognitive tasks, necessitating a rethinking of how teams are structured, as well as the responsibilities allocated to individuals. It’s also worth remembering that AI is only accurate when applied correctly, so training in the use of the technology will be imperative.

Why lawyers needn’t fear being replaced by robots

All of this means that where AI was once a futuristic idea, it’s now viewed as something which can be used to complement existing technology and is likely to become as second nature to us as spell checks and predictive text are on our laptops and smartphones. It will always be a tool because it is unlikely to ever reach a human level of creativity and judgement that would allow us to see a court room of robots. And while the legal sector is still in the early stages of discovering the full potential of AI, firms wishing to be market leaders should take advantage of current and emerging technology.

What benefits can your law firm reap by adopting more AI software solutions?

Take a look at some of our other blogs to gain more insight into the legal sector

Our latest market analysis for advertised legal roles has been featured in a number of publications including Bdaily, the Global Recruiter and Recruitment International.

It has revealed that vacancies for legal professionals across the North West have risen by 9% month-on-month. To learn more about the results, click the links above.

Over the last couple of years, the legal sector has been hit by a skills shortage that isn’t showing signs of desisting.

The demand for private practice and in-house lawyers has been steadily rising, and increased competition for skilled employees has driven salaries up and put pressure on practices to re-evaluate their working culture.

The legal sector itself is currently undergoing a period of transformation as it learns to adapt to technological developments, shifts in demographics and the need to offer more clients better value for money – all of which demands firms to be more competitive and attractive in order to appeal to the best talent out there.

And while this may be good news for candidates, it does raise a question for businesses…

Is there really any talent left in the legal sector?

It’s true that there are considerably fewer legal professionals available for work in the UK than there once was.

Brexit has taken its toll; while future changes to rules around EU workers will no doubt have an impact, the very idea of Brexit itself has encouraged many legal professionals to leave the UK in search of better opportunities elsewhere.

And despite all this, demand for legal professionals with expertise hasn’t waned. Increasingly, companies are looking at ways of being able to cope with, and adapt to, the new legislative changes that are afoot – and in many cases, that means hiring mid-level legal professionals to help guide them through the process.

So, has all the top talent already been recruited?

Labour shortages don’t have to mean businesses “making-do” with below-par employees; it simply demands a re-think in the way they approach their recruitment, as there will always be good people out there. It just means firms need to actively consider strategies to become more attractive to potential employees.

When talent is a scarce resource, it’s important that practices are able to draw from the right network, insight and market expertise to find exceptional individuals for vacant roles. Capitalising on previously fostered relationships. For example, can be invaluable, and can provide unique opportunities to harness talent within the business.

Of course, it’s not simply about recruiting new candidates every time a new vacancy becomes apparent – there is a real need for practices and firms to nurture their employees and provide them with enough training, support and incentives, to keep them on-board and engaged, so that they can become the talent of the future.

As employee expectations continue to change, and legal professionals increasingly demand more, organisations will need to look closely at developing an effective talent strategy, so as to remain competitive, not just today, but for the years to come.

If you have your concerns over keeping and attracting the best people, perhaps we can help? Here at Clayton Legal we know the legal profession inside and out, so we’d be more than happy to help you find and recruit the top talent for your firm, as well as to advise you on talent retention. For more details on how just get in touch with our team.

London has long been the undisputed major legal market in this country. Parts of the capital have been dedicated to the practising of law since the Middle Ages and there are entire legal districts and landmarks – such as Temple and The Old Bailey – which make it synonymous with law even to those outside of the profession.

However, as a national recruiter, we’re acutely aware that there are several cities outside of London that are thriving legal hubs in their own right and are becoming increasingly desirable locations for firms and practitioners. So, what cities are thriving?

Leeds lawyers link easily with London

The legal sector in Leeds is the fastest growing in Britain, according to recent figures from the OFS. In fact, the number of jobs in the city increased by 20% between 2010 and 2015, compared to London’s 5% sector growth. Leeds has benefitted from the widespread trend of London firms relocating their offices and the ‘big six’ all have practices there. Excellent transport infrastructure means, that lawyers can easily travel to London, enabling them to offer the same range of services as their peers in the capital, but without the hefty fees. Leeds, has also seen a steady growth within its technology and digital economy, meaning there are plentiful opportunities for specialists.

Birmingham booms as a ‘legal city’

The recent ‘mini boom’ in Birmingham’s local housing market, fuelled a 68% increase in demand for the services of residential conveyancing professionals, according to our latest hiring index. In addition, there has been considerable growth in infrastructure, such as New Street Station’s £750 million transformation, leading to increased opportunities for construction lawyers.  The HS2 high-speed rail network project will continue this trend and provide a number of opportunities for transactional, regulatory, compliance and litigation specialists.

Manchester law firms mirror the city’s growth

Manchester’s buoyant legal sector, echoes the sustained growth of the city. Rapid urban development has led to a skyline of newly built towers, which house businesses and private residences. As a result, there has been continual growth within property and construction as well as finance and corporate law. Big firms such as Slater and Gordon, Clyde & Co, Freshfields and Nabarro have all settled in the city, supplying plentiful opportunities for the city’s legal professionals.

Bristol harbours major legal firms

A port city best known for its aerospace, technology, and research industries, Bristol’s knowledge-based local economy is a draw for legal firms with expertise in energy, transport, financial services and infrastructure. The Temple Quarter area has welcomed major firms such as Simmons & Simmons and Burges Salmon and key players such as home-grown Osborne Clark and TLT reported rises in their turnover during 2016/17, highlighting its viability as a second ‘legal city’.

So, as more and more firms continue to invest in these cities, the opportunities for professionals is vast. Gone are the days where it was deemed necessary to work in the capital to pursue a career in law.

If you’re a legal specialist seeking a new role for the New Year, get in touch today to see what opportunities we have available nationwide.

And, if you’re a firm seeking talent for your growing legal practice, we can help find your next hire.