There is a particular brief that comes up time and again in my conversations with conveyancing firms across London, the Home Counties and the South Coast.

An experienced conveyancer. Someone who can pick up a caseload, manage clients confidently, work with minimal supervision and, ideally, hit the ground running.

It is an entirely understandable ask. Particularly in a market where firms are watching costs carefully, adding headcount needs to make commercial sense. But when so many firms are looking for broadly the same profile, there is a question I think is worth asking.

Are we all looking for an experienced conveyancer who is becoming increasingly difficult to find, while not doing enough to develop the next generation of them?

As firms start looking at budgets, performance and plans for 2027, September feels like a particularly good time to have that conversation.

A property market that requires a little perspective

It is difficult to talk about conveyancing recruitment without acknowledging the property market itself, particularly across London and the South East.

The headlines have undoubtedly been mixed. The latest UK House Price Index showed London prices down 2.5% in the year to June 2026, making it the weakest-performing English region. However, that is only one measure of a much bigger market. HMRC’s latest transaction figures showed 106,620 non-seasonally adjusted residential transactions across the UK in July, 5% higher than the same month last year.

There is plenty happening locally too. HM Land Registry’s July data recorded more applications in the South East than any other region, with Greater London second. That data reflects Land Registry workload rather than being a direct measure of current market activity, but it is another useful reminder that “softer” does not mean “stopped”.

That broadly reflects the conversations I am having. Law firms are not necessarily throwing open the doors and hiring at volume, but neither have their people requirements disappeared. Instead, many are being more considered about where they add headcount and what they need that person to deliver.

And that tends to bring us back to experience.

Everyone wants experience, but where does it come from?

There is nothing unreasonable about wanting someone who can operate independently. An experienced conveyancer can bring immediate capacity, reassure clients and reduce the supervision burden on senior colleagues.

The difficulty comes when every firm wants that person ready-made.

Someone has to give a junior conveyancer their first real opportunity to manage files. Someone has to develop the person who is currently capable of handling a caseload but has not yet supervised others. And someone has to give a good senior conveyancer exposure to management, leadership or business development if they are going to progress beyond being an excellent fee earner.

That development takes time.

It also creates a genuine commercial dilemma for firms. If somebody is very good at their current job, moving them away from it can create an immediate gap. A conveyancer who manages a significant caseload efficiently and bills consistently is valuable exactly where they are.

I completely understand why firms can be reluctant to disrupt that.

The problem comes when today’s solution creates tomorrow’s vacancy.

Can somebody become too valuable to promote?

We have written previously at Clayton Legal about what genuine career progression actually looks like, and I think the question is particularly relevant in conveyancing.

Progression cannot simply mean a new title while the job underneath it remains broadly the same. For somebody who wants to develop, it might mean supervising colleagues, managing a team, becoming more involved in client relationships or taking on greater commercial responsibility.

If those opportunities never materialise because somebody is simply too useful carrying their existing caseload, eventually another firm may offer them.

At that point, the original firm has two problems. It has lost an experienced conveyancer and now needs to replace somebody whose experience it helped to build.

There will always be people who are perfectly happy doing the job they already do, and progression should not mean forcing everyone towards management. But firms need to understand what their people actually want and whether there is a credible route to achieving it.

Otherwise, it is very easy to assume somebody is settled right up until they hand in their notice.

What is actually making people stay?

This is where the findings from Clayton Legal’s latest Salary Survey and Market Insights Report become interesting.

When we asked legal professionals who were unlikely to consider moving what was keeping them with their current firm, 64% cited good work/life balance. Working arrangements, including home, flexible and hybrid working, followed at 56%, while 48% cited culture and working environment.

Benefits, by comparison, were selected by just 14%.

There has also been movement in the reasons people actually leave. Better work/life balance accounted for 17.5% of moves, up from 12.6% in our previous survey, while salary and benefits fell as a primary reason for moving.

That does not mean salary is unimportant. Particularly across London and the South East, where salaries, commuting costs and the cost of living can vary significantly within a relatively small geographical area, remuneration absolutely forms part of the decision.

But candidates rarely talk to me about one thing in isolation.

The role itself matters. The firm matters. Caseload and support matter. Progression matters. Flexibility and the commute can matter enormously. Often, somebody who initially tells me they want more money starts describing several other frustrations once we properly talk through why they are considering a move.

For firms trying to retain experienced conveyancers, understanding those reasons before somebody enters the job market is hugely valuable.

London, the Home Counties and South Coast are not one market

Another challenge with conveyancing recruitment is treating the South as though it operates as one homogeneous market.

It doesn’t.

A role in the City presents a very different proposition from one in Surrey, Kent, Sussex, Hampshire or along the South Coast. Salary expectations differ, but so do commuting patterns, working arrangements, types of client and firm, caseloads and candidates’ priorities.

A London firm may be able to offer a higher salary but ask someone to accept a substantial commute several times a week. A Home Counties or South Coast firm may not always compete pound-for-pound but could offer somebody a shorter journey, more flexibility, greater responsibility or a clearer route forward.

Neither proposition is automatically better. It depends on the person.

That is why I think firms need to understand their actual proposition before going to market. If you are looking for an experienced conveyancer, why should that person leave a firm where they are already established to join yours?

Salary may form part of the answer, but increasingly it cannot be the whole answer.

September is when the 2027 conversation should start

This is perhaps the biggest reason I wanted to write about this now.

September is a natural point in the year for firms to take stock. You have enough of 2026 behind you to understand performance, workload and where pressure points have emerged. Budget conversations for next year are beginning too.

Headcount needs to be part of that discussion.

If you know you are likely to need another experienced conveyancer in the first quarter of 2027, January is probably too late to start thinking about it.

Many experienced legal professionals have three-month notice periods. Before that comes identifying potential candidates, initial conversations, interviews, possibly second-stage meetings, negotiating an offer and allowing somebody time to make what can be a significant career decision.

And that assumes the first person you meet is the right person.

Starting the conversation now does not mean making unnecessary hires months ahead of need. It means understanding the market, testing whether your expectations are realistic and giving yourself options.

Before you recruit, look at who you already have

There is another important part to 2027 workforce planning that has nothing to do with advertising a vacancy.

Look at the team you already have.

Where are you heavily reliant on one experienced person? Who could take a step forward over the next 12 months? Is there somebody who could become the experienced conveyancer you think you need externally if they received the right development now? And are there good people whose progression has quietly stalled because moving them would leave an inconvenient gap elsewhere?

Not every skills gap can or should be solved internally. External recruitment brings fresh experience, new ideas and skills that may simply not exist within the current team.

But recruitment should sit alongside development rather than automatically replacing it.

If firms continually recruit the finished article without creating opportunities for people to become that finished article, the experienced conveyancer shortage becomes a problem the whole market perpetuates.

Planning now gives you more choices later

The property market across London and the South is not without its challenges, but I don’t think that calls for pessimism. If anything, a more measured environment gives firms an opportunity to think carefully about the teams they want to build rather than simply reacting to immediate workload.

The question heading into 2027 is not just “Do we need to hire?”

It is:

• what experience do we need?
• where are our vulnerabilities?
• who could develop internally?
• and where do we genuinely need to bring somebody new into the business?

And if the answer includes an experienced conveyancer, now is the time to start understanding who might actually be available.

Because if every firm waits until January to look for the same ready-made candidate, we shouldn’t be surprised when that candidate proves difficult to find.

Frequently asked questions about conveyancing recruitment

When should law firms start recruiting for 2027 conveyancing roles?

For experienced hires, firms should ideally start workforce planning several months before they need somebody in post. Three-month notice periods are common among experienced legal professionals, and firms also need to allow time for the recruitment and interview process. Starting market conversations in autumn 2026 can therefore make sense for roles needed in early 2027.

Why are experienced conveyancers difficult to recruit?

Experienced conveyancers combine technical knowledge with the ability to manage files, clients and transactions independently. Developing that experience takes time, and demand for people who can join a firm with minimal supervision remains strong. Firms may need to balance external recruitment with developing people already within their teams.

What attracts experienced conveyancers to a new firm?

Salary remains important, but it is rarely the only consideration. Our conversations with candidates regularly include workload, progression, management, support, flexibility, commute, culture and the quality of the work. The strongest recruitment propositions tend to give candidates a clear reason why moving firms will improve their career or working life.

About Clayton Legal

Clayton Legal is a specialist legal recruitment consultancy with more than 27 years’ experience supporting law firms and legal professionals across England and Wales.

Our specialist consultants work within defined practice areas and regions, giving them a detailed understanding of the firms, talent markets and hiring challenges within their particular area.

I specialise in conveyancing recruitment across London, the Home Counties and South Coast, working with firms and legal professionals at different stages of their hiring and career journeys.

Alongside supporting immediate vacancies, our whole team work with firms on longer-term workforce planning, salary benchmarking and market insight. If you are starting to think about your 2027 conveyancing team (or any other legal department in your Firm), or simply want to understand what the candidate market currently looks like across London and the South, get in touch for a confidential conversation.

When legal professionals tell me they are considering a move, “progression” is one of those words that comes up regularly. But it does not always mean the same thing. 

Sometimes someone wants a promotion or a clearer route towards qualification. In other cases, they are less concerned about a new title and more interested in what the role is allowing them to become. 

They may want greater autonomy, more responsibility for their own caseload or exposure to more complex work. In personal injury and clinical negligence, for example, that might mean progressing from more routine matters into complex multi-track work, developing experience in catastrophic injury or becoming more involved in strategy, supervision and client relationships. 

The frustration often comes when somebody feels ready for that next stage but cannot see how to reach it with their current firm. 

That is reflected in our own 2026/27 Salary Survey, where career progression was the single most common reason legal professionals gave for leaving their previous role, cited by 27% of respondents. 

And that creates an important question for employers:  “Does your firm offer genuine career progression, or simply the possibility of promotion when a suitable position happens to become available?” 

Progression is not always about moving upwards 

Career progression is often discussed in terms of hierarchy: paralegal to trainee, solicitor to associate, associate to senior associate and eventually, perhaps, partnership. 

Those milestones matter, but they only tell part of the story. 

A legal professional can progress significantly without changing their job title. Greater ownership of cases, exposure to more challenging work, responsibility for mentoring colleagues, developing a specialism, becoming more involved with clients or contributing to business development can all represent meaningful career development. 

Our own 2026 Salary Survey gives some useful context. When we asked legal professionals what they considered most important for career progression, recognition of achievements was selected by 49.4% of respondents, followed closely by professional development and training at 47.1% and mentorship from senior colleagues at 46.6%. 

Access to high-quality projects or cases was also selected by 28.7%. 

Those findings are interesting because they suggest progression is not simply about what appears on an organisation chart. People want to know that they are developing, that somebody recognises that development and that there are experienced people around them who will help them take the next step. 

That is increasingly important in a market where candidates are looking carefully at what a role will add to their longer-term career.  

More work is not necessarily progression 

There is another distinction worth making. 

Giving a capable person more files is not automatically development. 

Neither is increasing targets, asking someone to cover for a more senior colleague or gradually adding responsibilities without changing the support, autonomy or recognition around their role. 

Genuine progression should involve something meaningful changing. 

That could be the complexity of the work, the decisions somebody is trusted to make, the expertise they are developing or the influence they have within the team. It may also involve clearer recognition through remuneration or title, although these do not necessarily need to happen at exactly the same time. 

For firms, this requires more deliberate career conversations. 

Rather than simply asking somebody where they would like to be in five years, it can be more useful to look at what the next six or twelve months should add to their experience. 

What have they mastered already? What do they need exposure to next? Which skills are missing? Who can help them develop those skills? 

The SRA’s Annual Assessment of Continuing Competence, published in August 2026, is relevant here too. The regulator found that some solicitors continue to focus their learning and development heavily on technical legal knowledge rather than the wider skills they need to remain competent throughout their careers. The SRA also makes clear that firms have a responsibility to ensure their employees are competent to carry out their roles. 

Development therefore needs to be broader than keeping somebody legally up to date. Judgement, client management, supervision, communication, commercial awareness and leadership all become increasingly important as careers develop. 

The problem with being too valuable in your current role 

There is a practical difficulty here that I think many firms will recognise. 

Sometimes the person most ready to progress is also very good at what they currently do. 

They may have a strong caseload, good billing figures, established client relationships and an important role within the team. Moving them into a different position, giving them time to develop another specialism or reducing part of their existing caseload creates an immediate operational question. 

Who does that work instead? 

It is easy to see why progression can stall at that point. Particularly in busy fee-earning teams, promoting or developing one person can create a vacancy somewhere else. 

But there is a longer-term risk in allowing that to become the reason somebody cannot move forward. 

If an employee repeatedly sees opportunities delayed because the firm needs them exactly where they are, the unintended message can be that being good at their job has made it harder to progress. 

Eventually, the simplest way for that individual to take the next step may be to join another firm. 

That is something we see in recruitment conversations. People are not always leaving because they dislike their employer. Sometimes they leave because another firm can offer experience, responsibility or a career path that their current one has not yet been able to provide. 

Fulfilment and development are closely connected 

This also links to something else that came through strongly in our Salary Survey: fulfilment. 

When we asked what makes legal work feel fulfilling, the legal work itself was the most common answer, selected by 55.9% of respondents. Learning new skills or knowledge was also selected by 26.8%. 

That is worth considering when firms think about retention. 

Salary, flexibility and culture remain important, but people also want to feel that their work is going somewhere. For an ambitious lawyer, spending another two years doing largely the same work at the same level may become frustrating even when most other aspects of the role are positive. 

In PI and clinical negligence, this can be particularly visible because development can often be seen through the work itself. Someone may want exposure to more complex cases, greater ownership of strategy, experience working with particular experts or counsel, or the opportunity to build deeper expertise within a specialist area. 

Giving people access to that development can therefore support both progression and fulfilment. 

The Law Society noted in July that recruitment and development remain a challenge for more than four in ten mid-sized firms. It also highlights the retention pressure that can develop when associates and mid-level lawyers cannot see a realistic route forward. 

That aligns closely with what we hear from candidates. 

The two-to-five-year point deserves attention 

Our 2026 Salary Survey also produced an interesting finding when we looked at how long respondents had been with their current employer. 

Among those who answered both questions, 62.5% of people who had been in their current role for two to three years said they were likely or very likely to consider a move within the next six months. For those with four to five years’ service, the figure was 58%. 

The sample sizes become smaller when we cross-tabulate the data, so these figures should be treated as an indicator rather than a market-wide measure. Nevertheless, the pattern reflects something we regularly see in recruitment. 

Two or three years into a role is often the point at which people start asking what comes next. 

They know the firm. They understand the work and have usually established themselves within the team. The question becomes whether the next stage of their career is visible. 

That means the progression conversation should ideally happen before somebody reaches that point and starts exploring the external market. 

Succession planning should not start at partnership 

Law firms understandably spend time thinking about succession at senior level. We even wrote a blog on the subject! 

Who takes over a major client relationship when a partner retires? Who has the leadership potential to move onto the board? Where is the next generation of partners coming from? 

Those are important questions, particularly as experienced lawyers take decades of knowledge and relationships with them when they leave the profession. 

But succession planning should run throughout the organisation. 

If a senior associate is expected to become a partner, who is being developed to step into the work they leave behind? As an associate moves into a more senior role, who is gaining the experience required to replace them? If a paralegal or junior fee earner is ready for greater responsibility, is somebody coming through behind them?

Progression works best as a pipeline rather than a series of isolated promotions. 

This becomes even more significant when we look at future demand. Skills England’s August 2026 workforce projections identify solicitors and lawyers as the occupation with the highest projected additional employment demand among the priority roles within Professional and Business Services, with 17,300 additional workers projected between 2025 and 2035. 

That is a long-term projection rather than a forecast of immediate vacancies, but it reinforces the importance of thinking about where future legal talent will come from. 

Firms cannot rely indefinitely on recruiting experienced people from competitors whenever a gap appears. 

Building the pipeline makes progression easier 

This is where recruitment and retention start to become the same workforce-planning conversation. 

If a firm genuinely wants to promote from within, it needs enough talent coming through underneath those people. 

That may mean recruiting paralegals and junior fee earners with the potential to develop, investing in training contracts or qualification routes, or keeping in touch with future candidates before a vacancy becomes urgent. 

It also means understanding the external market. 

What experience is available locally? Which skills are difficult to recruit? Where are salary expectations moving? Are competitors developing people internally or recruiting experienced lawyers laterally? 

The latest KPMG and REC UK Report on Jobs is a useful reminder that a larger candidate market does not automatically mean specialist talent is easy to find. Candidate availability continued to rise in July, yet employers were still increasing starting salaries to secure people with the right skills and experience. 

For law firms, developing an existing employee can therefore be significantly more valuable than discovering, too late, that replacing them externally is difficult. 

What does genuine progression look like? 

There is no single model because careers and firms are different. 

But I think there are some useful questions for firms to ask. 

• Does each person understand what the next stage of their career could realistically look like? 
• Are there opportunities to broaden their experience rather than simply increase their workload?  
• Do managers know which employees are looking for more responsibility or a particular specialism?  
• Are promotion criteria clear? 
• Is development being discussed throughout the year rather than only during an annual appraisal? 
• And when somebody is ready to progress, does the firm have a plan for the gap they will leave behind? 

That last question may be the most important. 

Career progression becomes much harder when every internal move creates a crisis elsewhere in the team. Building a stronger talent pipeline gives firms far more freedom to develop their best people rather than feeling they need to keep them where they are. 

Progression is ultimately about momentum 

Over the years I have worked in legal recruitment, people have moved firms for almost every reason imaginable. 

Salary matters. So do management relationships, working patterns, location, culture and work-life balance. 

But progression remains one of the themes that comes up consistently. 

And when candidates talk about progression, they are not always saying they want a promotion tomorrow. 

More often, they want to know they are still moving. 

They want to be trusted with something they could not have handled a year ago, develop expertise they did not previously have or see a realistic route towards the person they want to become professionally. 

For firms, creating that sense of momentum can be one of the strongest retention tools available. 

It also requires planning. If you want people to progress internally, somebody needs to be developing behind them. 

At Clayton Legal, we work with firms across the UK to understand both their immediate recruitment needs and the longer-term talent challenges sitting behind them. That includes looking at where skills gaps are likely to emerge, what talent is available in the market and how external recruitment can support internal progression rather than simply reacting when somebody leaves. 

If you are reviewing the structure of your team, thinking about succession or finding that good people are leaving because they cannot see their next step, please do pick up the phone for an informed (but informal) view of the market. 

Counter-offers have always been one of the more complicated parts of recruitment. Someone makes the decision to leave, secures another role and hands in their notice, only for their current firm to come back with a reason to stay.

From the outside, the question can seem relatively simple. Is the counter-offer good enough to make you change your mind?

In reality, the decision tends to have started much earlier.

I was interested to understand how legal professionals currently feel about counter-offers, so I recently asked my LinkedIn network a straightforward question: Would you accept a counter-offer from your current firm?

Only 18% said yes and 23% said no. The majority, 58%, chose the third option: “It depends why I was leaving.”

That was the answer I found most interesting, so I followed up directly with some of the people who voted to find out what was behind it.

The conversations covered salary, progression, training, culture, feeling valued, relationships with colleagues and the uncertainty that naturally comes with moving somewhere new. What stood out was how rarely the decision could be reduced to money.

In many cases, the real counter-offer conversation had begun long before anybody resigned.

What happened before the resignation?

One person I spoke to described a situation where concerns had already been raised with the firm, conversations had taken place and possible solutions had been agreed. When those changes did not happen, the issue was raised again. Eventually, having exhausted what they felt were the available options, they decided to leave.

At that point, a counter-offer felt less like a solution and more like something that had arrived too late.

Another respondent had effectively been carrying out the work of a conveyancer while still employed as an assistant. They had already asked for their salary to reflect the responsibilities they were taking on, but felt the increase offered fell significantly short of the level they believed the role warranted. When they eventually decided to leave, there was an indication that more money might be available.

Their reaction was understandable: why had it taken a resignation for the firm to recognise something they had already tried to address?

This is where the usual debate about whether somebody “should” accept a counter-offer can miss an important part of the story. By resignation day, there may already have been months of conversations, frustrations and decisions behind the scenes.

A firm may be able to change somebody’s salary overnight. It is harder to change how they feel about whether they were heard in the months before it.

Money matters, but what does the money represent?

Salary came up repeatedly in the conversations I had, although not always because somebody simply wanted to earn more.

For some, it was about whether their pay fairly reflected the work they were doing. For others, it sat alongside wider financial ambitions and a sense that they had reached the limit of what their existing firm or structure could offer.

That distinction matters.

There will always be occasions when remuneration genuinely is the main reason someone considers moving. Perhaps the market has shifted, their responsibilities have increased or their salary has simply fallen behind comparable roles. If the current employer recognises that and makes a sensible adjustment, accepting a counter-offer can be a perfectly rational decision.

But salary can also become a proxy for something bigger. If somebody has been taking on more responsibility without recognition, or has repeatedly tried to have a conversation about their contribution, the figure on the counter-offer may represent how valued they feel rather than simply how much they are paid.

The latest labour-market data makes this particularly relevant. The KPMG and REC UK Report on Jobs published in August 2026 found that candidate availability continued to rise sharply during July, yet starting salary growth reached a six-month high. Recruiters frequently linked those increases to employers struggling to secure people with the right skills and experience.

That is an important distinction in the current market. More people being ‘available’ for work does not necessarily mean that the particular experience an employer needs is easy to replace.

For legal professionals, an external offer can sometimes be the point at which the market value of their experience becomes much clearer. For firms, it can expose a gap between the value attached to retaining someone and the conversations that were taking place before they resigned.

Progression may be harder to counter than salary

Career progression was just as prominent as money in the responses I received.

One person felt they had reached their ceiling with their current employer and could not see a clear route forward. Another was focused on eventually qualifying and said that a serious opportunity to progress would be central to deciding whether they stayed or moved. Someone else had repeatedly asked for further training, but felt that those opportunities had never materialised.

These are more difficult issues to resolve through a counter-offer because meaningful progression needs more than a promise.

• If somebody is offered a new title, what will actually change about their role?
• If further training is promised, what will it involve and when will it happen?
• If there is now a route towards qualification or promotion, why was that route not previously available and what needs to happen next?

This does not mean those promises cannot be genuine. Sometimes a resignation brings an issue into sharper focus and prompts a conversation that should have happened earlier. Businesses change, opportunities arise and managers do not always know that somebody is unhappy until the situation becomes more serious.

What matters is whether there is enough substance behind the new proposal to make the original reason for leaving genuinely disappear.

One respondent captured that particularly well. They explained that if they were leaving because their current employer could not offer progression, but the firm then came back with a credible route to develop and qualify, they would consider staying rather than starting again somewhere unfamiliar.

I think that is an entirely reasonable position.

Sometimes staying is the right answer

Recruiters are sometimes accused of being automatically anti-counter-offer. I understand why. From a purely transactional point of view, a counter-offer can undo weeks of work just as a placement is about to happen.

But telling every candidate that they should reject one would not be particularly useful advice.

The conversations following my poll reinforced that there can be perfectly good reasons somebody might stay.

One respondent who voted yes described a firm they genuinely enjoyed working for. They felt well rewarded through salary and bonus, had strong benefits and could walk to work in around 20 minutes. They were not actively dissatisfied with their career and believed it would take a very compelling opportunity to improve the overall package they already had.

That broader picture matters.

A job is not simply salary plus title. It is the people you spend your week with, the journey to work, the flexibility available, the work itself, the benefits, the confidence you have in your employer and how all of that fits around the rest of your life.

Several people who answered “it depends” also talked about the people around them as a reason they might stay. You can genuinely like your colleagues and feel part of a strong team while recognising that you need something different professionally.

When a counter-offer arrives, those relationships and the familiarity of your current firm understandably carry weight.

Starting somewhere new involves uncertainty, however thorough the interview process has been. Staying with people and systems you already know can feel safer.

The important question is whether you are staying because the opportunity in front of you has genuinely become the better one, or because leaving something familiar suddenly feels uncomfortable.

And sometimes the reason for leaving cannot be countered

At the other end of the scale were people who knew that no realistic counter-offer would change their decision.

One respondent had experienced a working environment they considered toxic. Another felt they were no longer being challenged and wanted somewhere they could continue developing professionally. Money was not the deciding factor for either.

This is perhaps where the original reason for leaving becomes most important.

Salary, title, bonus and sometimes working arrangements can be changed relatively quickly. A difficult culture, damaged relationship, unsustainable workload or prolonged lack of professional challenge is unlikely to change because somebody has handed in their notice.

That does not mean employers should not try to understand why someone is leaving. In fact, those conversations can be extremely valuable. But there is a difference between understanding whether a genuine solution exists and assuming every resignation can be reversed with a better package.

For the individual, it is worth separating what the counter-offer actually changes from everything that will be exactly the same when you return to work the following Monday.

There is a lesson here for firms too

Although I asked the original question of legal professionals in general, the responses provide useful insight for employers.

The strongest message for me was not that firms should stop making counter-offers. There will be circumstances where retaining somebody is the right decision for both sides.

It was that many counter-offers appear to arrive at the end of a much longer sequence of events.

People talked about asking for training, raising questions around salary, wanting clearer progression and having conversations about problems before deciding to leave. In several cases, resignation was not the first signal that something needed to change.

That creates an obvious retention question.

How much of the counter-offer conversation could have happened six months earlier?

Regular discussions about career plans, responsibilities, development and remuneration will not prevent every resignation, nor should they. People move for all sorts of reasons and sometimes another firm simply offers the right next step.

But they can reduce the likelihood of a valuable employee reaching the point where another employer has already provided the recognition or opportunity they had been looking for internally.

The current market adds another dimension. The July KPMG and REC Report on Jobs was already showing improving pay trends despite a marked increase in the supply of candidates, with employers paying more to secure people with sought-after skills. By August, permanent placements had stabilised after 45 months of decline, while the shortage of suitably skilled and experienced candidates continued to put upward pressure on starting salaries.

For firms employing experienced people in specialist areas of law, waiting until resignation to understand whether someone feels appropriately rewarded or can see a future with the business can therefore be an expensive way of finding out.

So, what should you do when the counter-offer arrives?

After reading the poll responses and speaking to people individually, I do not think there is a useful universal rule.

I would be wary of anyone who says you should always reject a counter-offer, just as I would be wary of assuming that a higher salary automatically makes staying the better decision.

Instead, return to the point at which you first started thinking about leaving.

What was happening?

Perhaps you felt underpaid for the work you were already doing. You may have wanted to qualify, manage more complex matters or see a clearer route towards progression. Or perhaps the culture was wrong, you needed more flexibility or you simply felt that you had stopped developing.

Then look at the counter-offer against that original reason.

Has something materially changed, or has a higher salary simply been placed around the same job?

If progression has been offered, is there a genuine plan behind it? Where remuneration was the issue, does the revised package fairly reflect the role or merely match the external offer? And if you had already raised your concerns, what gives you confidence that things will be different this time?

It is also worth applying exactly the same scrutiny to the new opportunity. Moving firm is not automatically the right answer simply because you have reached offer stage. Consider the work, people, progression, culture, flexibility, location, remuneration and longer-term opportunity on both sides.

The decision is not really between a new offer and a counter-offer. It’s between two versions of what your career could look like next.

Where does the recruiter fit into that decision?

This is one of the points where I think having an open relationship with your recruiter matters.

Our job should not be to tell you that your current employer is wrong and the new firm is right simply because we have helped arrange the move. We should understand why you started looking in the first place, what you were hoping to change and whether the opportunity you have been offered genuinely gives you that.

When a counter-offer arrives, we can also provide some distance from what can become a very emotional decision.

I have no problem telling somebody to think seriously about staying if the circumstances genuinely warrant it. Equally, if we have spent weeks talking about progression, culture or development and the counter-offer does nothing to address those things, I am going to remind them of the conversations that led us here.

That is not about “winning” against the counter-offer. It is about making sure the decision is based on the whole picture rather than the pressure of resignation day.

Perhaps that is why the 58% interested me so much.

“Depends why I was leaving” might sound like the less decisive answer to the poll, but after speaking to the people behind it, I think it is probably the most considered one.

The right question is rarely simply “Should I accept the counter-offer?”

It is “Has anything changed about why I wanted to leave?”

If you are considering your next move within the legal sector, or you have received an offer or counter-offer and want to talk through your options, get in touch with me for a confidential, no-pressure, conversation.

‘Brand’ influences more of our decisions than we perhaps realise. 

It affects what we buy, where we eat, the services we trust and, increasingly, where we look when we are thinking about our next career move. 

A familiar name carries weight. We already have a sense of who they are, what they do and what we might expect from them. When it comes to choosing an employer, that visibility can be particularly powerful. 

We see this regularly when speaking to lawyers in personal injury and clinical negligence. Larger national firms are often front of mind, particularly for those earlier in their careers. Their names are familiar, their vacancies are highly visible and there is usually plenty of information available about the careers, benefits and development opportunities they offer. 

For regional, independent and high street firms, that creates a different kind of recruitment challenge. 

Many can offer excellent quality work, closer access to senior lawyers, greater responsibility and genuine progression. But if those opportunities are less visible, candidates may simply be more likely to look towards the names they already know. 

So how does a regional firm compete when brand recognition is increasingly part of the career decision

The changing personal injury and clinical negligence market 

The structure of the legal market is changing. 

Personal injury, clinical negligence and other consumer-facing legal services have attracted increasing interest from private equity investors and larger legal groups. Firms including Fletchers and Express Solicitors have secured external investment to support growth, while groups such as Lawfront have expanded by acquiring established regional practices. 

This does not mean that independent firms are disappearing. The LexisNexis Bellwether Report 2026 found that 62% of small and mid-sized firms said they had grown compared with three or four years earlier. 

But it does mean that the competition around them has changed. 

Larger groups can benefit from centralised recruitment teams, highly visible career pages, established graduate programmes, recognised consumer brands and the resources to promote opportunities nationally. 

They can also recruit across several locations and, in some cases, offer candidates a wider range of internal career paths. 

For a regional firm, the risk is not necessarily that its opportunities are less attractive. It is that potential candidates never understand what those opportunities involve. 

Brand is not simply the logo above the door

When candidates talk about wanting to join a recognised brand, they are not always making a decision based on prestige alone. 

A strong employer brand can act as shorthand for several things: 

• structured training 
• modern systems and technology 
• visible career progression 
• financial stability 
• strong case pipelines 
• competitive benefits 
• opportunities to specialise 
• experience that will be recognised by future employers 

The SRA’s 2025 law firm workforce data found that younger lawyers are more heavily represented within larger firms. This does not prove that brand alone attracts them, but it does show the scale of the recruitment challenge facing smaller practices. 

A regional firm cannot assume that candidates will already know about its culture, the quality of its work or the careers people have built there. 

Those points need to be demonstrated. 

This means showing real examples of progression, introducing the lawyers who have developed within the firm and explaining how junior employees are trained. It means being clear about the type of cases someone will handle and the level of responsibility they can expect. 

A candidate should not have to reach the final interview before discovering the strongest reasons to join the firm. 

Turn existing strengths into a clear proposition 

Many independent firms already offer things that lawyers say they want. 

A junior clinical negligence lawyer may have more direct contact with partners, greater exposure to complex work and a clearer understanding of how a case progresses from the initial enquiry through to resolution. 

Someone working within a smaller team may be given more opportunity to develop client relationships, attend conferences with counsel or contribute to business development. 

The culture may also be less hierarchical and decisions may be made more quickly. 

These are meaningful advantages, but only when they are genuinely available and clearly communicated. 

Broad claims such as “friendly team”, “excellent progression” or “great culture” are unlikely to distinguish one firm from another. Candidates will want to know what those claims mean in practice. 

A more useful proposition might explain: 

• how frequently junior lawyers work directly with partners 
• when they begin managing their own files 
• what supervision is available 
• how the firm supports qualification and accreditation 
• examples of people who have progressed internally 
• the type and value of cases handled by the team 
• how performance and salary are reviewed 
• what the route towards senior associate or partnership looks like 

The objective is not to make the firm sound bigger than it is of couse. It is to make the benefits of its size more visible. 

Flexibility needs to be more than a line in the advert 

Working patterns remain one of the most influential parts of a legal professional’s decision to move. 

According to the Law Society’s 2026 guidance on flexible working, access to flexible working stands at 90% across the profession. However, this falls to 80% within small firms and 84% among younger solicitors. 

For regional firms, flexibility can therefore be a genuine recruitment advantage, particularly where national competitors have introduced more prescriptive office attendance. 

The important point is clarity. 

Advertising a position as hybrid without explaining what that means can create uncertainty. Candidates want to understand how often they are expected in the office, whether the arrangement changes during probation and whether there is any flexibility around where those days are worked. 

Firms should also distinguish between a working pattern that is available in theory and one that is supported culturally. 

If employees are permitted to work from home but feel that doing so will affect progression, visibility or access to better work, the policy is unlikely to support retention. 

Flexibility does not have to mean unrestricted remote working. Clinical negligence and personal injury teams still need effective supervision, collaboration and opportunities for junior lawyers to learn from more experienced colleagues. Sensitive client work may also benefit from face-to-face contact. 

A successful policy starts with the requirements of the role rather than an assumption that every employee must work in the same way. 

Is geography unnecessarily limiting the talent pool? 

Location remains a particular challenge for specialist PI and clinical negligence recruitment. 

Experienced lawyers are not distributed evenly across the country. A firm may find an excellent candidate who lives beyond a comfortable daily commute but could perform the role effectively through a combination of remote work and planned office attendance. 

That does not mean geography should never matter. A role involving regular local hearings, in-person client appointments or close supervision may require someone to be present more frequently. 

The question is whether the attendance requirement reflects the work itself or simply the way the firm has always operated. 

Before rejecting candidates on location, firms could consider: 

• which responsibilities genuinely require office attendance 
• whether team meetings could be grouped into planned office days 
• whether supervision can be delivered effectively through a mixture of online and in-person contact 
• whether a more experienced lawyer needs the same pattern as a trainee or paralegal 
• whether occasional travel would be workable for the right candidate 
• whether another office could provide a practical base 

A rigid location policy can dramatically reduce the available talent pool, whilst a carefully designed hybrid model can allow a firm to recruit more widely without losing the benefits of team connection and supervision. 

There is also a balance to strike. LawCare has highlighted the risk of isolation within hybrid legal teams, particularly where lawyers lack meaningful contact and a sense of belonging. 

The answer is not necessarily more compulsory attendance. It is creating purposeful opportunities for people to work, learn and connect together. 

Build the pipeline rather than waiting for it 

Many firms approach recruitment when an experienced fee earner leaves and an immediate replacement is needed. 

In specialist areas such as clinical negligence, that can mean competing for a relatively small number of candidates who already have the required experience. 

A more sustainable approach involves developing talent earlier. 

This might include creating structured routes for paralegals, trainees and solicitor apprentices, supporting employees through qualification or giving junior lawyers exposure to PI and clinical negligence work before they are expected to specialise. 

Relationships with universities, local law societies and professional organisations can help firms reach potential recruits before they have formed a fixed view of where they want to work. 

The structure around the opportunity is important. Junior candidates will want to know: 

• who will supervise them 
• what training they will receive 
• how their progress will be measured 
• whether the firm has supported others through the same route 
• what position may be available after qualification 
• how salary and responsibility will develop 

Recruiting potential without providing a clear development framework is unlikely to solve the longer-term pipeline problem. 

Retention has to be earned repeatedly 

There was a time when many legal professionals expected to spend a significant part of their career with one firm. 

That expectation is less reliable now. 

In our conversations with candidates, we increasingly meet lawyers who are prepared to move when progression becomes unclear, flexibility changes or their role no longer develops. They do not necessarily begin each position intending to leave after a few years, but neither do they assume that loyalty alone will eventually produce the career they want. 

This means firms cannot focus only on attracting new talent. They also need to understand why established employees might begin listening to other opportunities. 

Pay is part of that conversation, but it is rarely the only factor. 

Experienced lawyers may leave because they cannot see the next step, feel overloaded, want greater autonomy or believe they need to join a larger brand to strengthen their future prospects. 

Regular career conversations can identify these concerns before they become resignations. 

Rather than waiting for an annual appraisal, firms can ask: 

• Is the individual still gaining new experience? 
• Do they understand what they need to achieve to progress? 
• Has their working pattern remained suitable? 
• Is their caseload manageable? 
• Are they receiving enough support? 
• Do they feel recognised within the firm? 
• Are their salary and benefits still competitive? 
• Can they see a long-term future within the team? 

Exit interviews may explain why someone has left of course, but earlier conversations create an opportunity to retain them. 

In PI and clinical negligence work, retention also supports client service. Cases can continue for several years, and continuity of representation can be particularly important to clients who are already dealing with difficult or traumatic circumstances. 

Benefits need to reflect the people the firm wants to recruit 

Larger organisations often publish long benefit lists, but regional firms should not assume they need to replicate every perk. 

Benefits are most effective when they address the practical needs of the workforce. 

For one team, enhanced annual leave or flexible hours may matter most. For another, the strongest offer may involve funded professional memberships, support with qualification, enhanced family leave or a meaningful bonus structure. 

The firm should understand which benefits employees value and which are rarely used. 

It should then communicate the offer clearly. Candidates should not have to ask several times before discovering basic information about annual leave, pension contributions, hybrid working or professional development support. 

Transparency also helps avoid losing candidates later in the process when expectations do not match. 

The recruitment process is part of the employer brand 

A firm can invest in a new website and carefully written careers material, but a slow or unclear recruitment process can quickly undermine that work. 

Candidates form opinions through every interaction. 

They notice whether interviews are organised efficiently, whether the people they meet understand the role and whether feedback arrives when promised. They also notice when the working pattern or responsibilities described during the process differ from the original advert. 

For candidates considering several opportunities, these details can determine which firm appears best organised and most interested in them. 

Regional firms may have an advantage here. With fewer layers of approval, they can often make decisions more quickly and create a more personal recruitment experience. 

That advantage should be used deliberately. 

What can regional PI and clinical negligence firms do now? 

Competing with a large national brand does not require a firm to become one. 

It requires a clearer understanding of what the firm offers and a willingness to adapt where the existing proposition no longer meets the market. 

A practical starting point is to review the following areas:

1. Audit what candidates can currently see

Review the careers section of the website, job adverts, social media and employee reviews. Does the information explain why someone should join, or does it mainly describe what the firm wants from them?

2. Ask current employees why they stay

The most persuasive employer proposition is likely to come from the people already working within the team. Their answers may reveal strengths the leadership team has overlooked. 

3. Make progression specific

Replace general promises with clear examples, development expectations and genuine internal career stories.

4. Review the role before setting the attendance policy

Decide which parts of the position require office attendance, who needs the closest supervision and where flexibility could widen the available talent pool.

5. Compare the full offer with the market

Salary matters, but so do working hours, caseloads, bonus arrangements, annual leave, supervision and the quality of work. Firms need to understand how the complete opportunity compares.

6. Start developing future talent

Create realistic routes for paralegals, trainees, apprentices and lawyers moving from related areas. Explain how they will gain the experience needed to progress.

7. Speak to employees before they start looking

Use regular career and workload conversations to identify retention risks early.

8. Treat recruitment as a two-way process

Candidates are assessing the firm at the same time as the firm is assessing them. Clear communication, timely feedback and consistency matter.

9. Give your recruiter enough to sell the opportunity

A specialist recruiter can help a lesser-known firm compete for attention, particularly with candidates who may never have considered it themselves. 

Make sure they understand more than the job description. Share what makes the team, culture, work, progression and wider opportunity genuinely attractive so they can represent your firm properly in the market. 

Regional firms still have a compelling story to tell 

The growth of larger legal groups has changed the recruitment landscape, but it has not removed the advantages of working within an independent or regional practice. 

Many lawyers still want closer access to decision-makers, meaningful responsibility and the opportunity to build a reputation within a specialist team. 

They may value working for a firm with strong local relationships, a less complicated structure and a genuine interest in the individual behind the CV. 

The challenge is making sure those qualities are visible and supported by modern working practices. 

Brand may open the first door, but the substance of the opportunity will determine whether someone joins and whether they stay. 

At Clayton Legal, we work closely with PI and clinical negligence teams across the country, helping firms understand what candidates are looking for and how their offer compares with the wider market. 

Whether you are struggling to recruit in a particular location, reviewing your approach to hybrid working or thinking about how to build a longer-term talent pipeline, our team can provide an honest view of the market.

Legal careers do not always follow a straight line.

A career break might follow caring responsibilities, illness or recovery, bereavement, relocation, time overseas, further study, travel or a move into another profession. Some legal professionals step away because the timing or working environment is no longer right, while others take an opportunity outside private practice and later decide that they want to return.

The break may last several months or a number of years. You might want to return to the same kind of role, revisit a practice area you previously worked in or explore a different part of the profession altogether.

Whatever your circumstances, time away does not erase the experience you built before leaving. Returning to law can, however, require preparation, flexibility and a realistic understanding of how firms will assess your experience now.

This guide looks at the practical steps you can take when returning to a legal career and what recruiters and law firms are likely to consider during the hiring process.

The regulatory information in this article relates principally to solicitors practising in England and Wales. Other regulated legal professionals should check the current requirements of their own regulator.

Is it realistic to return to law after a career break?

Yes, although the route back will be different for every legal professional.

A firm is likely to consider the length of your break, your previous level of responsibility, the relevance of your earlier experience and how much your area of law has changed. It will also want to understand what kind of role you are seeking, the working arrangements you need and how prepared you are to return to practice.

Someone returning after a relatively short break to the same practice area may be able to move into a role at a similar level. A longer absence, significant changes in legislation or a move into a different specialism may require a more gradual transition.

That could involve additional training, closer supervision, a fixed-term position or accepting a role at a different level initially. None of these should automatically be seen as a backward step. The right position can help you rebuild recent experience, confidence and professional contacts.

Formal return-to-work programmes and returnships are offered by some law firms and public-sector legal employers. They can provide structured training and a supported route back, but they are not the only option. Legal professionals also return through permanent vacancies, fixed-term contracts, part-time roles, in-house positions and opportunities created through their existing networks.

The Law Society’s guidance on returning to law after a career break is a useful starting point. Its Back to Law Ambassadors also share first-hand experiences of returning to the profession.

Why do legal professionals take career breaks?

Career breaks are often discussed almost entirely in the context of maternity leave, but there are many reasons why someone may step away from a legal career.

These can include:

• caring for children, parents or other family members
• managing a health condition or recovering from illness
• relocating within the UK or moving overseas
• bereavement or other significant personal circumstances
• undertaking further study or professional development
• travelling or taking a planned sabbatical
• running a business or working in another sector
• moving into a non-practising, operational or commercial role
• reconsidering the type of legal career they want
• taking time away following redundancy, restructuring or the closure of a firm

A concise, professional explanation will usually be enough when you begin applying for roles. You do not need to make the career break the focus of your application, but you should explain the dates clearly and be ready to discuss why you are now prepared to return.

The emphasis should be on where you are going next rather than apologising for the time you spent away.

Are you returning to the same practice area?

Returning to the area in which you previously developed most of your experience is usually the most straightforward route.

Your earlier technical knowledge, client experience and understanding of the work remain relevant. The main question for an employer will be how current that experience is and what you have done to prepare for your return.

A recruiter or hiring firm may want to know:

• when you last managed matters in that area
• the type and complexity of work you handled
• how independently you worked
• whether you managed a caseload or supervised others
• the kinds of clients you advised
• how the law, procedure or regulatory environment has changed
• what training or professional reading you have completed recently

Do not simply say that you are willing to update your knowledge once you start. Demonstrating that you have already begun the process gives an employer greater confidence in your commitment and readiness.

Can you return to a previous specialism after working in another area?

Returning to an area in which you previously practised can be realistic, particularly where you built meaningful experience in the specialism and your more recent work has given you relevant transferable skills.

For example, time spent in-house may have strengthened your commercial judgement and understanding of client priorities. A move into operations, compliance, professional support or management may have developed your leadership, risk and process skills. Experience in another legal discipline may also be relevant where the two areas share similar clients, procedures or technical knowledge.

The firm will still want to understand why you want to return to the earlier specialism and whether your knowledge is sufficiently current. You should be ready to explain:

• how much experience you previously gained in the area
• why you moved away from it
• what has prompted your return
• which parts of your recent experience are transferable
• how you are updating your technical knowledge
• whether you would consider a period of additional supervision or training

The longer it has been since you practised in that field, the more important this preparation becomes.

Can you change practice area after a career break?

Moving into a completely new practice area is possible, but it is likely to be the most challenging route.

Law firms often recruit experienced legal professionals because they need someone who can take responsibility for matters reasonably quickly. A candidate with several years of post-qualified experience in one area may therefore not automatically be treated as equally experienced in another.

Your qualification date will not change, but employers are also likely to assess the amount of recent and directly relevant experience you can bring to the role.

A complete change may be more achievable where there is a clear connection between your previous work and the new practice area. Relevant client sectors, drafting skills, advocacy, negotiation, case management, regulatory knowledge or business development experience may all help to build that connection.

You may also need to consider:

• entering the new area at a more junior level
• accepting a different salary initially
• undertaking targeted training or study
• gaining experience through a fixed-term or contract position
• looking at an adjacent rather than entirely different specialism
• considering a broader legal, compliance or professional support role

Interest in a practice area is important, but it will rarely be enough on its own. Firms will want evidence that you understand the work and have taken practical steps towards making the transition.

The Law Society also provides guidance for solicitors considering a change in career direction.

Check your regulatory and practising status

Before applying for roles, check your current status through mySRA and establish whether there are any regulatory steps you need to complete.

If you are returning to a position in which you will be practising as a solicitor, you will normally need a current practising certificate. The SRA recommends that solicitors returning after a career break apply for a practising certificate at least 30 days before they intend to start practising, in case there are matters that need to be reviewed.

You should also confirm whether you remain on the roll of solicitors.

Solicitors who do not hold a practising certificate must complete the SRA’s annual process if they wish to remain on the roll. The application window and requirements can change, so check the current SRA guidance on remaining on the roll rather than relying on dates from a previous year.

If your name is no longer on the roll, you may need to apply to be restored before applying for a practising certificate. The process will depend on the circumstances in which your name was removed.

Different requirements may apply to CILEX professionals, licensed conveyancers and other regulated legal practitioners. Check directly with your regulator rather than assuming that your previous authorisation remains current.

Refresh your legal knowledge and professional competence

Solicitors returning after a substantial period away are not required to complete a fixed number of training hours simply because they have taken a career break.

They are, however, expected to reflect on their practice and address any learning and development needs before returning. This includes keeping their understanding of relevant legal, ethical and regulatory obligations up to date.

The SRA’s continuing competence guidance explains that solicitors who have been away from practice should reflect on their needs and complete appropriate learning and development before returning.

Learning could include:

• formal courses and qualifications
• webinars and conferences
• reading legislation, case law and regulatory guidance
• attending specialist practice events
• completing practical systems training
• learning from experienced colleagues or mentors
• reviewing the SRA’s professional standards and competence requirements

Begin by reviewing what has changed in your intended practice area since you last worked in it. This may include:

• legislation and case law
• court rules and procedural requirements
• regulatory guidance and warning notices
• professional conduct obligations
• anti-money laundering requirements
• data protection and information security
• legal technology and case management systems
• client expectations and service delivery
• pricing, billing and commercial pressures

It is also sensible to keep a record of the learning you complete. The SRA does not prescribe one particular format, but it says that recording and evaluating learning can demonstrate the steps taken to maintain competence.

Its guidance on recording and evaluating learning and development includes practical advice, and the SRA also provides learning and development templates.

Being able to show how you identified and addressed your development needs may also be useful during the recruitment and interview process.

Be clear about the kind of legal role you want

A broad search for “anything in law” is unlikely to help you present a convincing case to employers.

Consider the work you want to do, the environment in which you perform best and the aspects of your previous career that you would like to retain.

Think about whether you are looking for:

• a return to private practice
• an in-house legal position
• a specialist or broader regional firm
• a role with a traditional caseload
• a professional support or knowledge role
• a compliance, risk or operational position
• a contract or fixed-term route back
• a part-time or flexible opportunity

You should also consider your preferred location, salary expectations, working pattern and appetite for management or business development.

The clearer you are, the easier it becomes for a recruiter to identify realistic opportunities and explain your experience to a prospective employer.

How should you explain a career break on your CV?

Do not leave an unexplained gap and hope that an employer will overlook it. A short, factual explanation is usually more effective.

For example:

Career break | January 2023 to July 2026

Planned career break following relocation overseas. Continued to monitor developments in employment law through professional updates and online learning. Now permanently based in the UK and seeking to return to an employment law role.

Alternatively:

Career break | September 2022 to August 2026

Took time away from private practice due to caring responsibilities. Now ready to return to legal work and have recently completed training covering developments in private client law, professional conduct and anti-money laundering requirements.

The explanation does not need to be lengthy. It should tell the reader what the period was, provide appropriate context and make your current intention clear.

Where relevant, include activities undertaken during the break, such as:

• consultancy or freelance projects
• voluntary or trustee responsibilities
• study and professional training
• running a business
• teaching, mentoring or community work
• keeping up with legal developments
• work completed in another profession or sector

Avoid stretching unrelated activities to make them sound like legal experience. Instead, explain honestly which transferable skills they helped you develop.

Be realistic about level, salary and recent experience

One of the most important parts of a successful return is understanding how the current market is likely to assess your experience.

Your previous title and qualification date remain part of your professional history. A firm may not, however, view several years away from practice as equivalent to several years of recent fee-earning experience.

That does not mean you must automatically start again. It means the appropriate level will depend on the role, the length of your break, the relevance of your earlier experience and how much support you may initially need.

A recruiter should be honest with you about:

• how firms are likely to view your experience
• the level at which you are most likely to secure interviews
• current salary expectations
• which employers may be receptive to returners
• whether a permanent, temporary or fixed-term route is most realistic
• whether an adjacent role could provide a stronger route back
• where additional training or supervision may be expected

Taking a slightly different role initially can sometimes create a better long-term return than holding out for an exact replication of the position you left.

Discuss working arrangements clearly

You may be returning with different priorities from those you had before your career break.

Flexible working can include part-time hours, different start and finish times, compressed hours, job sharing, remote work or a hybrid arrangement.

Anyone with the legal status of an employee has a statutory right to request flexible working from their first day of employment. This is a right to make a request rather than a guarantee that every proposed arrangement will be agreed.

The Acas guidance on statutory flexible working requests explains the current position, including who is eligible and how a request should be considered.

The statutory right applies once you are employed. When considering a new role, it is therefore sensible to establish the expected working pattern before accepting an offer rather than relying on a future request.

A recruiter can raise practical questions with the firm, clarify where flexibility exists and help avoid misunderstandings later.

Be clear about what you genuinely need and where you can be flexible. A precise proposal is easier for an employer to consider than a general request for “some flexibility”.

Prepare for the questions you are likely to be asked

A career break is likely to form part of the interview discussion, but it should not dominate the entire conversation.

Prepare concise answers to the following questions:

• Why did you take the career break?
• Why are you ready to return now?
• Why are you interested in this role and practice area?
• How have you updated your legal knowledge?
• What experience from before or during the break is most relevant?
• What level of responsibility are you ready to take on?
• Are there any areas in which you would initially need support?
• What working arrangements are you seeking?

Being open about areas that need refreshing is not necessarily a weakness. A realistic understanding of your development needs can be more reassuring than claiming that nothing has changed during your time away.

Rebuild your professional network

You do not need to wait until you see the perfect vacancy before beginning your return.

Reconnect with former colleagues, professional contacts and people working in your intended practice area. Attend relevant Law Society, regional legal or specialist practice events. Update your LinkedIn profile and follow developments within the firms and sectors that interest you.

The Career Returners resources for lawyers also include return-to-work advice, professional networks and examples from legal professionals who have successfully resumed their careers.

These conversations can help you understand how the market has changed, identify knowledge gaps and become more confident discussing your experience.

How can a legal recruiter help you return to work?

A specialist legal recruiter can give you a current view of the market before you begin making applications.

At Clayton Legal, we can look at your previous experience, the length and nature of your career break and the type of role you now want. We can then help you assess where your background is most likely to be relevant.

That may involve identifying firms open to experienced returners, exploring opportunities in a previous specialism or considering adjacent roles that use your wider skills.

We will also be honest where a direct return at the same level may be difficult. Understanding that early allows you to make informed decisions about salary, seniority, working arrangements and the steps needed to rebuild recent experience.

Your career break is part of your professional story, but it does not need to define the rest of your career.

If you are considering returning to law, moving back into a previous practice area or exploring where your legal experience could take you next, speak to the Clayton Legal team for a confidential conversation.

Frequently asked questions about returning to law

Can I return to law after a long career break?

Yes. Legal professionals have returned after breaks lasting several years, although a longer break is likely to require more preparation.

Employers will consider your earlier experience alongside your current knowledge, readiness and expectations. You may also need to be flexible about the role, level or route through which you return.

Do I need a practising certificate before returning as a solicitor?

You will normally need a current practising certificate if the position requires you to practise as a solicitor.

Check your mySRA account, confirm whether you remain on the roll and review the current SRA guidance before agreeing a start date. The SRA recommends applying for a practising certificate at least 30 days before you intend to start practising following a career break.

Do I need to complete CPD before returning?

The SRA does not currently prescribe a fixed number of continuing competence or CPD hours.

You must identify and address the learning and development needed to perform your role competently, including keeping your legal, ethical and regulatory knowledge up to date.

Can I move back into a practice area I worked in previously?

Yes, particularly where you developed meaningful experience in that area.

The firm will want to understand how long it has been since you last practised, how you have updated your knowledge and whether you initially need additional supervision.

Can I change to a completely different area of law?

It is possible, but it may involve entering at a different level, completing further training or demonstrating a strong connection between your existing skills and the new specialism.

A move into an adjacent area may be more realistic than a complete change, particularly where a firm needs someone who can manage work independently.

Should I include a career break on my CV?

Yes. Give the period a clear heading, include the dates and provide a concise explanation.

You do not need to make the break the focus of your CV, but leaving a significant period unexplained may create unnecessary questions.

Can I request flexible working when I return?

Anyone with the legal status of an employee has a statutory right to request flexible working from their first day of employment.

This does not guarantee that the exact arrangement requested will be agreed. When applying for a new role, it is sensible to discuss any essential working arrangements before accepting an offer.

August is often the month when the out-of-office messages are on, diaries are a little quieter and many of us finally get the chance to step away from work for more than a long weekend. The difficulty, of course, comes when the holiday ends.

Returning to work after a holiday can bring a familiar sense of reluctance. The slower mornings and freedom from your usual routine are replaced by a full inbox, upcoming deadlines and the knowledge that there is probably a fair amount waiting for you.

For legal professionals, that return can feel particularly abrupt. Client matters continue to move, court dates do not disappear and even the best handover cannot always prevent the first few days back from feeling slightly overwhelming.

In most cases, that feeling is temporary. Once you have caught up, settled back into your routine and stopped comparing your desk with wherever you spent the previous week, work begins to feel normal again.

Sometimes, however, a holiday gives you enough distance to recognise that it is not simply the holiday ending that you are unhappy about. It is the role you are returning to.

So, how can you tell the difference between the usual post-holiday blues and a more genuine need to reassess your legal career?

A Temporary Slump?

There is nothing unusual about wishing you had another few days away, particularly if your holiday gave you more time with family and friends or the rare opportunity to switch off completely.

Moving from very few demands on your time to a busy working day requires an adjustment, even when you generally enjoy your role. You may feel tired, distracted or less motivated than usual, while a large number of unread emails can make the return seem worse than it really is.

Before making any dramatic decisions, give yourself a little time to settle back in. A difficult Monday morning is not necessarily evidence that you need a new job, just as feeling refreshed by a holiday does not mean your career has suddenly gone off course.

If your mood lifts once you have caught up and found your rhythm again, the chances are that you were simply experiencing a short-lived post-holiday dip.

However, if the same concerns remain after the suitcases have been unpacked and the tan has started to fade, it may be worth paying closer attention to them.

The Perspective That Time Away Can Bring

One of the benefits of taking a proper break is that it creates space between you and the day-to-day demands of your job.

When you are dealing with client work, meetings, targets and deadlines, it can be difficult to step back and consider how you actually feel about your role. Most of your energy is focused on what needs to be done next, rather than whether the wider direction of your career is still right for you.

A holiday can change that. Once the immediate noise of work has quietened, you may find yourself thinking about matters that have been pushed to one side for months.

Perhaps you have begun to question whether your current role still offers the progression you expected. You may be wondering whether your salary reflects the responsibilities you have taken on, or whether the firm’s working arrangements still suit your life outside work.

You may also have noticed how difficult it was to switch off in the first place. If much of your holiday was spent checking emails, worrying about matters or feeling guilty about being unavailable, the issue may be less about returning to work and more about the expectations or working habits that make it difficult to step away properly. It is a familiar challenge within the legal profession, which is why LawCare’s recent guidance on switching off on holiday includes practical advice on arranging cover, managing contact and setting clearer boundaries before annual leave begins.

None of these thoughts automatically means that it is time to move. They can, however, provide a useful starting point for reviewing where you are and what you want from the next stage of your legal career.

Preparing for Your Return

Although you cannot always control what will be waiting when you get back, you can make the transition a little easier.

Where possible, avoid returning late the evening before you are due back at work. Giving yourself some time to unpack, catch up on sleep and mentally prepare for the week ahead can make a noticeable difference.

Once you are back, resist the urge to respond to everything immediately. Start by reviewing your diary and identifying any genuinely urgent matters before working through the rest of your inbox. It may also be worth speaking to a colleague or manager to establish whether priorities changed while you were away.

Most importantly, accept that you are unlikely to clear everything on your first morning. Trying to compensate for having taken annual leave by working through lunch or staying late simply reinforces the idea that taking time off creates a problem that needs to be repaid.

A more measured return allows you to regain control of your workload without turning the first few days back into an unnecessary test of endurance.

A Chance to Revisit Your Career Goals

Once you have dealt with the immediate return, it can be useful to revisit the plans you had for your career before the holiday.

Career planning is not something that should only happen when you qualify or begin looking for your first legal role. Priorities change over time, as do firms, teams and personal circumstances, which means a role that suited you a few years ago may not necessarily be the right one now.

Consider what you had hoped to achieve by this point and whether you are making reasonable progress towards it. If you expected to be taking on more complex work, moving towards promotion or developing a particular specialism, is that beginning to happen?

It is equally important to think about whether your own definition of progress has changed. For some people, the next step will be a more senior title or greater earning potential. For others, it may be better flexibility, a shorter commute, more supportive management or the ability to undertake work they find more rewarding.

There is no single correct version of career progression. What matters is whether your current role is still moving you towards the working life you want, rather than the one you assumed you should want several years ago.

Is It the Holiday Ending, or the Job You Are Returning To?

The clearest way to distinguish between post-holiday blues and a deeper issue is to look at whether the concerns were already present before you went away.

If you regularly feel anxious on Sunday evenings, struggle with an unmanageable workload or feel increasingly disconnected from the work you are doing, the holiday probably did not create those feelings. It simply gave you enough distance to notice them properly.

You may also find yourself questioning whether you feel valued within the firm, whether you have a constructive relationship with your manager and whether there is a realistic route to progression. Culture matters too, particularly when the way a firm operates does not match the values or working style that are important to you.

Salary and benefits are naturally part of that assessment, but they are rarely the only considerations. A higher salary may not compensate for consistently long hours, limited autonomy or a culture in which taking annual leave feels difficult.

Flexibility has also become a much more important part of career decisions. This does not only mean working from home. It can include working hours, start and finish times, compressed hours or other arrangements that make a role more manageable alongside life outside work. Flexibility has also become a much more important part of career decisions. This does not only mean working from home. It can include working hours, start and finish times, compressed hours or other arrangements that make a role more manageable alongside life outside work. The CIPD’s guidance on flexible working notes that a lack of flexibility can prompt people to look for another job or even leave a sector altogether.

All employees currently have the legal right to request flexible working from their first day in a role, although an employer can still refuse a request where there is a valid business reason. Even so, the formal right to ask does not always tell you how genuinely open or flexible a particular firm will be in practice, which is why it is worth looking closely at both policy and culture.

Could Things Improve Where You Are?

Realising that something needs to change does not necessarily mean that you need to resign.

Depending on the issue, a conversation with your manager may be enough to improve matters. If your concerns relate to workload, development, salary, flexibility or the type of work you are handling, it is worth being clear about what would make a meaningful difference.

Rather than approaching the conversation with a general sense that you are unhappy, think about the specific outcome you would like. That might be a clearer development plan, more exposure to a particular type of matter, a salary review or a change to your working pattern.

The response you receive will also tell you something. A constructive conversation may reassure you that there is room for your role to evolve, while repeated promises without action may confirm that the situation is unlikely to change.

It is easy to remain in a familiar role because leaving feels like a much bigger step, but staying should still be an active decision. There is a difference between choosing to remain because the role continues to work for you and staying because considering anything else feels uncomfortable.

When It May Be Time to Explore the Market

If you have allowed yourself time to settle back in, considered what needs to change and cannot see a realistic way forward with your current firm, it may be time to explore what else is available.

That does not mean immediately applying for every legal job you see. In fact, the most useful first step is often simply to understand the market better.

You may want to find out what roles are available within your practice area and region, how your salary compares with current market levels and which firms can offer the progression, flexibility or culture you are looking for.

A conversation with a legal recruitment specialist should help you answer those questions without putting pressure on you to move. It can also give you access to opportunities that may not be widely advertised, as well as more context around the firms recruiting and what they are genuinely like to work for.

At Clayton Legal, our consultants work within defined regional markets and legal specialisms, which allows them to offer advice based on the firms, practice areas and opportunities they know. That means the conversation can begin with what is not working for you and what you would like to be different, rather than simply matching your job title with the nearest vacancy.

Exploring your options does not commit you to leaving. It may confirm that your current position remains the right one, or it may show you that there are roles which better reflect where you are now and where you would like your career to go.

Post-Holiday Blues or Something More?

Returning to work after a holiday is unlikely to be the highlight of anyone’s summer, and a few days of wishing you were still away is usually nothing to worry about.

However, time away can offer a clearer view of problems that are easier to ignore when you are caught up in the working week. If your reluctance to return is connected to concerns that existed long before the holiday, it is worth taking them seriously.

Start by giving yourself time to settle back in, then look honestly at what is making you unhappy and whether it can be improved. If the answer is no, finding out what else is available may be a more useful next step than continuing to hope that things will feel different.

A career decision does not need to be made on your first morning back. Equally, you do not need to dismiss what the holiday may have helped you recognise.

About Clayton Legal

For nearly 30 years, Clayton Legal has supported legal professionals with their careers and helped law firms build their teams through specialist legal recruitment.

Our consultants recruit across defined regions and practice areas, providing candidates with honest advice, current market insight and access to opportunities that reflect their experience and longer-term ambitions.

If returning to work after a holiday has left you questioning whether your current role is still right for you, speak to our team for a confidential conversation about the legal jobs market and the options available.

Call 01772 259 121, email enquiries@clayton-legal.co.uk or view our latest legal opportunities.

The legal sector is no stranger to legislative change, but some developments have the potential to influence both client behaviour and demand for legal services on a much wider scale.

One of the latest examples comes from the Government’s proposed cohabitation reform, set out in its recently launched A Fairer End to Relationships consultation. The consultation seeks views on whether new legal protections should be introduced for eligible cohabitants when relationships end, as well as when a partner dies without a will.

If implemented, the proposals could affect the more than 3.5 million cohabiting couples currently living in England and Wales.

While the consultation remains at an early stage and no changes have yet been made to the law, it raises some interesting questions for law firms operating in Family and Private Client.

From our perspective as legal recruiters, the most interesting question is not necessarily what the law may become. It is how changing social trends and potential legal reforms could influence future demand, client expectations and the expertise law firms may need in the years ahead.

Why is cohabitation reform attracting so much attention?

The scale alone makes the consultation significant.

According to the Government, cohabiting couples are now the fastest-growing family type in England and Wales, with around 3.6 million couples choosing to live together without marrying or entering into a civil partnership.

This reflects wider demographic trends identified by the Office for National Statistics, which continues to report growth in cohabiting family households across the UK. As family structures evolve, legal frameworks are increasingly being tested against how people actually live today.

Despite this, many people remain unaware that cohabiting couples do not currently have the same legal protections as married couples or civil partners. The long-standing misconception around “common law marriage” continues to create confusion for many individuals when relationships break down or when a partner dies.

The Law Society has previously highlighted how misunderstandings in this area can leave individuals vulnerable when relationships end, often discovering too late that the protections they assumed existed simply are not there.

The consultation seeks views on whether a new legal framework should be introduced to address some of these gaps, particularly where one party may have suffered financial disadvantage during the relationship or where there are children involved.

The proposals have prompted significant discussion across the family law profession, with many practitioners welcoming the opportunity to review the current position while recognising the complexity involved in designing any new legal framework.

Further information:
https://www.gov.uk/government/news/millions-of-unmarried-couples-to-get-stronger-rights

What could this mean for Family law teams?

At this stage, it would be premature to predict exactly how any reforms might affect legal workloads. The consultation process remains ongoing, and any eventual legislation could look very different from the proposals currently under discussion.

However, developments of this scale often encourage firms to consider how client needs may evolve over time.

If reforms ultimately progress, Family law teams could see increased demand for advice around:

• Cohabitation agreements
• Relationship breakdown and financial arrangements
• Asset protection
• Financial claims involving cohabiting couples
• Family arrangements involving children

What is particularly interesting is that many family lawyers commenting on the consultation are not necessarily predicting a surge in litigation. Instead, there appears to be a strong emphasis on early advice, planning and helping clients understand their legal position before problems arise.

That shift towards proactive advice could create opportunities for firms to strengthen client relationships and provide broader support across different stages of life.

Why Private Client lawyers should be paying attention

While much of the media attention has focused on Family law, the consultation also raises important questions for Private Client practitioners.

Issues such as inheritance, financial provision after death and estate planning feature prominently throughout the proposals. For many individuals, understanding how cohabitation affects their legal position is not simply a relationship issue. It is also an estate planning issue.

Organisations such as The Society of Trust and Estate Practitioners (STEP)  have long highlighted the challenges that modern family arrangements can present within existing succession and inheritance frameworks.

This is where the consultation becomes particularly interesting from a law firm perspective.

A client seeking advice about cohabitation may also require:

• A will review
• Estate planning advice
• Trust planning
• Inheritance guidance
• Powers of attorney

As a result, the consultation highlights the increasingly close relationship between Family and Private Client services.

For firms with strong expertise across both disciplines, there may be opportunities to provide more joined-up advice as client needs continue to evolve.

What are lawyers saying about the proposals?

Initial reaction from practitioners has generally welcomed the consultation, while recognising the complexity involved in balancing protection and personal choice. Commentary published by Today’s Family Lawyer highlights broad support for reviewing the current position, while also recognising the practical challenges that any new framework would need to address.

Industry commentary suggests there is broad recognition that the current legal framework does not always reflect modern family structures. At the same time, many lawyers acknowledge that any reform must carefully balance individual autonomy with the need to provide fair outcomes when relationships end.

One of the most consistent themes emerging from professional commentary is that cohabitation reform is not simply about disputes after relationships break down. It is also about helping individuals understand their legal position earlier and make informed decisions around financial arrangements, inheritance and future planning.

This reinforces the idea that future demand may not be limited to dispute resolution. Preventative advice and long-term planning could become equally important parts of the conversation.

Could cohabitation reform influence hiring?

It is far too early to predict any direct impact on recruitment.

However, one lesson from previous legislative and regulatory developments is that law firms often begin thinking about capability long before changes formally come into force.

Where firms anticipate evolving client needs, they may start reviewing:

• Existing expertise within teams
• Succession planning arrangements
• Future leadership capability
• Training and development priorities
• Long-term recruitment strategies

This is particularly relevant in Family and Private Client law, where specialist knowledge, client relationships and technical expertise often take years to develop.

As we explored in our recent blogs on succession planning and legal talent pipelines, future capability is increasingly becoming part of wider business planning rather than simply a recruitment issue.

When society changes, legal demand follows

Whether these proposals ultimately become law remains to be seen. What is clear, however, is that changing social trends continue to shape legal services in ways that create both challenges and opportunities for law firms.

For Family and Private Client teams, understanding developments such as cohabitation reform is not simply about following potential legislative change. It is about understanding how client needs may evolve and ensuring the right expertise is in place to meet them.

From a recruitment perspective, conversations about future capability are often just as important as conversations about current vacancies. Firms that keep a close eye on changing client demand are often best placed to adapt, grow and support clients effectively as the legal landscape evolves.

About Clayton Legal

At Clayton Legal, we work closely with Family and Private Client law firms across the UK, supporting recruitment at all levels and providing market insight into the trends shaping legal hiring. Through our ongoing conversations with candidates and hiring managers, we help firms understand not only today’s recruitment challenges but also the skills and expertise that may be needed in the future.

Whether you’re building your team, planning for succession ( or indeed, considering your own career move), we’re always happy to have an honest conversation.

What the SRA’s proposed changes could mean for compliance, accountability and future leadership structures

The legal sector has seen increasing focus on governance, risk and compliance over recent years. As regulatory expectations continue to evolve, many firms are finding that compliance responsibilities are becoming more complex, more visible and increasingly central to how legal businesses operate.

Recent proposals from the Solicitors Regulation Authority (SRA) have added another dimension to that conversation as it continues plans to separate certain management and compliance roles within law firms, subject to approval and consultation. While the proposals are not expected to come into effect until 2027, they raise some interesting questions about how firms structure leadership, accountability and compliance expertise in the future.

From a recruitment perspective, the proposals also prompt a broader discussion around talent, succession planning and whether firms have the right capability in place to meet evolving regulatory expectations.

What’s changing?

At present, many firms combine management and compliance responsibilities across a relatively small number of individuals. Depending on the size and structure of the practice, compliance duties may sit alongside wider operational, financial or leadership responsibilities.

The SRA’s proposals seek to create clearer separation between certain management and compliance functions, reflecting the increasingly specialised nature of risk and regulatory oversight within modern legal businesses.

It is important to stress that these proposals remain subject to approval and consultation. There is no immediate action required, and firms should continue to refer to official SRA guidance as the proposals develop.

However, even at this stage, the discussion itself is noteworthy.

Why does this matter beyond compliance?

One of the themes we have explored in several recent blogs is the growing importance of long-term talent planning.

Whether discussing retention, succession planning or the development of future legal talent, a common thread continues to emerge: firms are becoming more strategic about capability and continuity.

Compliance is no exception.

In many firms, compliance knowledge sits with a relatively small number of experienced individuals. These professionals often carry significant responsibility for regulatory oversight, risk management, anti-money laundering procedures, complaints handling and wider governance matters.

As responsibilities become more specialised, firms may find themselves asking some familiar questions:

• Who currently holds key compliance knowledge within the business?
• How easily could those responsibilities be transferred if someone left?
• Are future leaders being developed with compliance capability in mind?
• Does the firm have sufficient expertise to meet future regulatory expectations?

These are not purely compliance questions. They are succession planning questions too.

Compliance is becoming a boardroom conversation

One of the most interesting aspects of the SRA proposals is that they elevate compliance from an operational consideration to a strategic one.

Historically, compliance has often been viewed as something that sits ‘behind the scenes’. Essential, but not always central to wider business discussions.

Increasingly, however, compliance, risk and governance are becoming intertwined with decisions around growth, leadership, reputation and client confidence. Regulatory responsibilities now touch almost every aspect of how law firms operate.

The SRA’s proposals reflect that broader trend. Regardless of whether the changes ultimately proceed in their current form, they highlight the growing expectation that compliance should have clear ownership, accountability and visibility within firms.

That naturally leads to wider conversations around leadership structures, succession planning and future capability.

Build, buy or outsource?

For firms considering their future compliance capability, there is unlikely to be a one-size-fits-all solution.

Some may choose to invest in developing existing team members, building knowledge internally and creating clearer progression pathways for future compliance leaders.

Others may decide that additional expertise is required and look to recruit dedicated compliance professionals with the relevant experience and regulatory understanding.

There is also a growing market for specialist outsourced compliance support, allowing firms to access expertise without creating a permanent in-house position.

The right approach will depend on factors such as:

• Firm size and structure
• Growth ambitions
• Existing compliance capability
• Regulatory exposure
• Succession planning objectives

What is important is that firms understand their options and assess them against their longer-term business needs.

What could this mean for future hiring?

While it remains too early to predict exactly how the market will respond if the SRA’s proposals move forward, it is reasonable to expect that compliance expertise will continue to increase in value.

We have already seen greater demand for professionals with strong risk, governance and compliance backgrounds. If regulatory responsibilities become more clearly defined and separated in future, firms may find themselves reviewing whether they have the right people, skills and structures in place.

That does not necessarily mean creating entirely new positions. In some cases, it may involve investing in existing talent. In others, it may mean bringing in specialist expertise to strengthen capability and support growth.

Much like the conversations we are having around succession planning and retention, the focus is increasingly shifting from immediate requirements to longer-term resilience.

A wider talent and leadership conversation

Whether or not the proposals proceed in their current form, they highlight a broader trend that many firms are already experiencing. Compliance, governance and risk management are becoming increasingly specialised disciplines, requiring dedicated expertise, careful planning and long-term thinking.

For some firms, that may mean developing existing talent. For others, it may mean recruiting specialist compliance professionals or accessing external expertise. Either way, ensuring the right capability is in place is likely to become an increasingly important part of future business planning.

The question is not necessarily whether these changes will create new compliance roles. It is whether your firm has the knowledge, capability and succession plans in place to respond confidently as regulatory expectations continue to evolve.

About Clayton Legal

At Clayton Legal, we work closely with law firms across the UK, supporting recruitment across a wide range of legal and business support functions, including compliance, risk and governance. Through our ongoing conversations with candidates and hiring managers, we develop a detailed understanding of the skills firms need both today and for the future.

Whether you are reviewing your compliance capability, planning for succession or exploring specialist hiring options, our team is always happy to have an honest conversation about what is happening in the market.

Clinical negligence has always been a demanding area of practice. Long-running cases, complex medical issues, and high client expectations are part of the landscape. What has become more apparent in recent years, however, is how the nature of clinical negligence roles themselves is evolving.

This is not about sudden change or structural overhaul. It is about a gradual shift in responsibility, exposure and expectation at different levels within teams, and what that means for how firms think about recruitment, supervision and long-term sustainability.

From a hiring perspective, clinical negligence is increasingly less about filling gaps and more about ensuring the right balance of experience across teams.

Looking Back: Complexity Has Become the Constant

Over the past few years, clinical negligence work has continued to trend towards greater complexity. Cases are rarely straightforward, expert evidence is central, and timelines are often extended well beyond initial expectations.

For firms, this has reinforced the importance of sound judgement at every stage of a matter. Decisions made early on around merits, funding and expert strategy can have significant long-term implications, both commercially and reputationally.

As a result, experience has become an even more valuable currency within clinical negligence teams, particularly when it comes to supervising work, managing risk and guiding less experienced colleagues.

Rising Expectations at Junior and Mid-Level

One of the most noticeable shifts has been the level of responsibility placed on junior and mid-level clinical negligence solicitors.

While formal supervision remains essential, firms are often asking individuals earlier in their careers to take on more complex tasks, manage client relationships more directly and engage with expert evidence sooner than they might have done in the past.

This is not necessarily driven by a desire to accelerate progression, but by practical necessity. Senior capacity is finite, and the demands of running complex cases mean work must be delegated carefully but confidently.

From a recruitment perspective, this has changed what firms look for at these levels. Technical grounding remains critical, but so too does resilience, judgement and the ability to handle exposure in a controlled and supported way.

The Weight on Senior Experience

At the same time, senior clinical negligence solicitors are carrying significant responsibility.

They are often responsible not only for their own caseloads, but also for supervising teams, managing expert strategy and overseeing complex, long-running matters.

Many firms rely heavily on a small number of highly experienced individuals to anchor their clinical negligence offering. While this depth of expertise is a strength, it can also create pressure points where capacity is stretched or succession planning is underdeveloped.

This is where recruitment and team planning become closely linked.

Supervision, Risk and Team Balance

Effective supervision is fundamental in clinical negligence, but it is also inherently resource-intensive. Matters often involve complex factual assessment, expert input and sensitive client management, all of which require oversight that goes beyond routine file review.

As expectations rise at junior and mid-level, the quality and availability of supervision becomes even more important. Firms are increasingly conscious of the need to balance delegation with appropriate oversight, ensuring that exposure is managed carefully without limiting development or confidence. Getting this balance right is critical, both for risk management and for retaining talent over the long term.

In practice, this can mean pressure concentrating in a relatively small number of senior roles. Experienced clinicians are frequently relied upon not only for their own caseloads, but also for supervision, decision-making support and escalation points across the team. Where teams lack depth at senior or upper-mid level, that pressure can intensify, making capacity and succession planning key considerations when firms think about recruitment.

What This Means for Hiring in Clinical Negligence

All of this feeds directly into how firms approach recruitment.

Hiring in clinical negligence is rarely about rapid expansion. More often, it is about strengthening teams in a way that supports supervision, spreads exposure and protects quality over the long term.

Firms are increasingly selective, looking not only at experience on paper, but at how individuals approach complex work, manage responsibility and respond to the realities of long-running, high-stakes cases.

There is also greater emphasis on long-term fit. Given the investment required to develop clinical negligence expertise, firms are understandably cautious about recruitment decisions and focused on sustainability rather than short-term fixes.

Looking Ahead

As we move further into 2026, the evolution of clinical negligence roles is likely to continue in this direction.

Experience will remain critical, but so too will the ability to manage exposure, support others and operate confidently within a structured, supervised environment. For firms, the challenge lies in building teams that can absorb complexity without over-reliance on a narrow group of individuals.

From a recruitment perspective, the most effective conversations are those that focus not just on filling roles, but on how teams need to function as a whole.

About Clayton Legal

Clayton Legal is a specialist legal recruitment consultancy with extensive experience supporting clinical negligence teams across the UK.

We work closely with firms to advise on recruitment strategy, team balance and long-term succession planning within clinical negligence, helping practices strengthen capability while managing supervision and risk effectively.

If you would like to discuss how changing expectations within clinical negligence may affect your team, or if you are considering your next hire, please get in touch with our specialist consultants for a confidential conversation.

As we move into 2026, it is clear that law costs is changing. Not because of a single reform or headline-grabbing development, but because of a steady shift in how firms structure teams, value experience and think about risk.

From a recruitment perspective, the past year has been less about sudden spikes in demand and more about a gradual recalibration. Firms are reassessing what they actually need from costs professionals, where pressure sits in their teams, and how exposed they may be if the wrong skills are missing.

Looking back at 2025, a number of themes consistently came up in conversations with firms across litigation practices. These are not predictions, but observable trends that are likely to carry through into 2026.

1. Costs Teams Being Pulled in Earlier

One of the clearest shifts has been the point at which costs professionals are involved.

More firms are bringing costs input forward in the lifecycle of a matter, particularly where fixed recoverable costs or tighter commercial parameters apply. From a hiring perspective, this changes the profile firms look for. There is greater emphasis on individuals who are comfortable advising early, sense-checking assumptions and engaging with fee earners before positions become fixed.

This doesn’t reduce the importance of technical skills though. It increases the value of those who can apply them proactively rather than retrospectively.

2. Greater Emphasis on Commercial Awareness

Technical costs expertise remains non-negotiable, but it is no longer sufficient on its own.

Across 2025, firms increasingly spoke about the need for costs professionals who understand the commercial context of cases. This includes awareness of funding structures, insurer expectations and client sensitivity around predictability and exposure.

From a recruitment standpoint, this has led to more nuanced conversations. Firms are less focused on job titles and more focused on how individuals operate in practice. The ability to communicate clearly, challenge assumptions and support wider decision-making is becoming a consistent differentiator.

3. Fixed Costs Driving Skills, Not Reducing Them

While fixed recoverable costs are not new, their influence on team structures became more apparent through 2025.

Rather than simplifying costs roles, fixed costs have increased the importance of early judgement and accuracy. Firms are therefore cautious about where they take risk in their teams. This has reinforced demand for experienced costs professionals who can operate confidently within fixed frameworks and understand where pressure points lie.

From a hiring perspective, this has not reduced demand. If anything, it has sharpened it, particularly for individuals with experience across different types of work and procedural environments.

4. Capacity and Succession Becoming Visible Risks

Another theme that surfaced more frequently in 2025 was capacity risk.

Many firms rely on a small number of senior costs professionals whose knowledge is deeply embedded. When those individuals are stretched, absent or leave, the impact can be immediate. This has prompted more firms to think about succession, resilience and whether their costs capability is overly concentrated.

In recruitment terms, this often shows up as a desire to strengthen teams quietly rather than expand them visibly. Firms are looking to reduce dependency on individuals without destabilising existing structures.

5. Recruitment Becoming a Risk Decision, Not a Growth One

Perhaps the most important shift is how firms frame costs hiring itself.

In many cases, recruitment in costs is no longer about expansion. It is about safeguarding the business. Firms are thinking carefully about what happens if key expertise is missing, overloaded or misaligned with how the practice now operates.

As a result, hiring decisions are more deliberate. There is greater scrutiny around experience, adaptability and long-term fit. Firms are less willing to compromise on core skills, even if that means longer hiring timelines.

Looking Ahead

Taken together, these trends point to a costs landscape that is becoming more specialised, not less.

The role of costs professionals is evolving in line with wider commercial and risk pressures, and firms are adjusting their expectations accordingly. For costs lawyers, costs draftspeople and wider costs teams, this creates both challenge and opportunity. The challenge lies in rising expectations and broader responsibility. The opportunity lies in the increasing value placed on experience, judgement and adaptability.

From a recruitment perspective, 2026 is likely to be less about volume hiring and more about targeted, risk-aware decisions. Firms that recognise how their costs needs are changing, and plan accordingly, will be better placed to navigate what remains a demanding environment.

About Clayton Legal

Clayton Legal is a specialist legal recruitment consultancy with long-standing expertise across law costs, litigation and dispute resolution.

We work closely with law firms of all sizes to support the recruitment of costs lawyers, costs draftspeople and wider costs professionals, from junior through to senior and leadership level. Our understanding of the costs market is built on long-term relationships with both firms and candidates, rather than short-term hiring trends.

Clayton Legal is also a long-term sponsor of conferences run by the Association of Costs Lawyers, reflecting our ongoing commitment to the costs profession and the people working within it.

If you would like to discuss how changes in the costs landscape may affect your team, or if you are considering your next move within law costs, please get in touch with our specialist team for a confidential conversation.