A new job brings with it new challenges and the opportunity to make a positive change. But what if you’re on the fence about leaving your current role? Deciding whether to stay in a job or to leave is a complex process. For many legal professionals there is a whole range of considerations to make, from skills and experience, work-life balance and family commitments, to future career ambitions and meeting your goals.

There’s no one-size-fits-all approach, the choice has to be an individual one that suits you. That’s why we’ve put together this blog to walk you through important considerations and hopefully make the decision a little easier for you.

Weigh up your options

If the possibility of leaving your position is on your mind, it’s useful to start by weighing up your options. The first step is to consider your job role and the firm generally, and to look at all of the positives, followed by all of the negatives. Does it meet your career ambitions, are you achieving your own goals of where you’d like to be now or in the future? When you compare the two lists side by side, does one significantly outweigh the other or is there not much in it?

The next step is to think about your skills and experience: what value can you add? Hands-on experience is a real asset to any firm, so look for opportunities where your work experience could match up with demand. For example, it was announced earlier this year that the whiplash reforms have been pushed back a year to 2020, leading to an increase in personal injury jobs – ideal if that’s your background.

Research what’s out there, industry trends and how your skill set could fit that. Don’t forget about skills that aren’t strictly related to the work either. Things such as managerial experience, a second language, or knowledge of a particular sector can all be valuable to a potential employer, so make sure you highlight these aspects too. Many job seekers also find it beneficial to have a chat with a recruitment consultant as well as doing their own research.

The end of the year; time for a change?

If the thought of finding a new job is playing on your mind, the start of a new year is the ideal time to make a change. According to HR Magazine, January is the most likely time for employees to start a new job, with nearly a fifth of people (18%) saying that it’s the most popular time to move. If you’re making plans for the future of your career, a new year and a fresh start can give you the impetus to bring the plan into action.

Important considerations

When weighing up whether to leave your job or to stay, there are considerations to make that will impact your decision. One of the most common factors that crop up for legal professionals is the issue of work-life balance. Long hours can put a strain on your work as well as home life and can prove challenging, especially if there are partners or children to consider. If you feel that the firm’s culture isn’t supportive of you striking the right balance it can cause feelings of frustration and resentment to creep in, which will make you unhappy in the long term.

As well as the big issues, smaller factors add up and feed into your decision. Some of the most important considerations when deciding to stay or go are around ‘push’ and ‘pull’ factors.

Push factors are exactly as they sound – things that make you want to look elsewhere. They might include:

• Doesn’t meet with your career ambitions and goals.
• Work life balance – are you able to achieve your life goals?
• Feeling that the work isn’t suited to you, that you are not challenged by it, or that the workload is simply too much or too little.
• Disagreeing with the overall direction of the firm.
• Is the firm growing, or does it feel like it’s staid?
• The general company culture doesn’t fit with your values.

Pull factors are things that draw you to a particular job role or company. These might include:

• Career prospects – is there room for promotion within the firm?
• Do they encourage people to learn and develop their skills and experience?
• Location – would a move mean a shorter commute, for example?
• Salary – money can be a powerful motivator and a higher salary can be an attractive pull for many people.
• Benefits – the right benefits package that appeals to you can be very appealing and can give an indication as to how the firm treats their staff.
• Will a move to the new firm help fulfil your own career plan?

How a recruitment agency can help you decide

A legal recruitment consultant can assist job seekers in a number of ways:

• Overview of the market: consultants are in constant communication with law firms and are well versed in what the market looks like currently. Having a confidential discussion with a legal recruitment consultant will give you a good idea of what’s out there and what real employers are looking for.
• A fresh perspective: having knowledge of what firms are looking for can be helpful for you, as consultants can encourage you to emphasise skills that you might not have known were sought after. They can also suggest roles that you may have otherwise overlooked, giving you a better chance at finding the job role you’re looking for, and hunt out new career opportunities that you might not otherwise have access to.
• Feedback and insight: any legal recruiter worth their salt will have developed good relationships with their clients over time. They can ask employers for feedback, which candidates can sometimes feel shy or awkward about asking for. This gives you useful insight into how you can improve your performance next time.

Decision time

When you’ve weighed up your options, thought about whether the timing is right and considered all of the various push and pull factors, it’s time to make a decision. Your recruitment consultant can listen to your goals, offer words of wisdom and make suggestions. Ultimately, however, they cannot decide which job is right for you – only you can make the decision to stay in or leave a job.

So if you’re feeling a little unsure about what to do, perhaps increasing your awareness of what’s out there will help you decide. Our specialist legal recruitment consultants would be happy to talk through your options – why not give us a call? We’re on 01772 259 121 and would be pleased to hear from you, alternatively you can look at our vacancies online.

You may also find our last blog: How to tell whether your job is going well or not, useful in helping you evaluate what you’d like to do.

A stable workforce means that your law firm runs smoothly and without interruption, so when a staff member leaves it can have a big impact on the rest of the firm. Valuable skills and job-specific knowledge that have built up over time disappear with a departing staff member, leaving you in a tricky position to bridge the gap. These practical implications of recruitment can have just as heavy a cost to your firm as the financial element.

That’s why we’ve put together this guide to help explain what the true cost of recruiting is to your firm. From finances to how attrition rates impact your recruitment, we’ve considered some of the things you may not have thought about when it comes to your recruitment costs.

Recruitment costs: facts and figures

To understand the true cost of recruiting, it’s useful to look at the facts and figures and what costs they refer to. When a staff member leaves, your firm could find itself paying for everything from agency fees to the wages of temporary and locum staff.

Research carried out by Oxford Economics suggests that it costs more than £30,000 to replace a staff member, with the legal profession bearing the highest costs at £39,887 per employee. Two main reasons for this cost are highlighted in the findings:

• Firstly, the logistics of recruiting a new staff member and the associated costs that go along with that. For example, HR activity and the cost to the firm of the interview process.
• Secondly, the reduction in productivity while the new staff member gets up to speed. According to the report, the average legal professional takes 32 weeks to reach optimum efficiency, which makes it one of the longest periods of reduced productivity. This makes the legal sector the most costly industry in which to replace a lost staff member.

The financial figures are striking of course, although it’s important not to overlook the bigger picture. Not only does a departing staff member result in a monetary cost to the business there is a range of knock-on effects:

• HR spends considerable time going through leaving and joining processes, completing all the relevant paperwork as well as sourcing a replacement.
• Management has to spend time arranging for the work to be covered, either by distributing it amongst existing staff or appointing temporary cover. There’s also the time spent away from everyday work conducting interviews to account for.
• The workload of colleagues increases and there is a general reduction in productivity as staff take time to readjust and the new person to settle in.

Not only is this expensive, it’s time-consuming: resources which could be used to retain staff are instead spent on finding a replacement. There’s the commercial element to consider also, as time and energy are put into recruitment which could be put to more effective use by serving clients.

Attrition rates and their impact on recruitment costs

Losing a well-established member of staff is undoubtedly a blow to your firm, although it’s equally important to consider how attrition rates play into your overall recruitment costs. If you find that you hire someone only for them to leave after a short while, or if staff aren’t sticking with you for the long term, it can greatly influence the cost of recruitment to your firm. What’s more, if staff churn is causing disruption, then it’s unlikely that the workforce at large is working at optimum productivity.

There’s a mixed picture on attrition rates across the board. PwC’s Annual Law Firms’ Survey 2018 shows a difference between the top 25 law firms and the firms in the rest of the top 50. The number of newly qualified solicitors in the top 25 firms has decreased, as did those with up to two years’ PQE. While PwC suggests that this is due to ‘underutilisation’ of legal professionals at this level, it does perhaps show that the top firms pose a problem to the rest of the sector in their ability to attract the kind of experienced, talented individuals that smaller firms would want to retain.

However, the NQ headcount was up by 33% amongst firms in the top 26-50. In our own research, firms felt more positive about attrition rates in 2018 which suggests that law firms are getting better at retaining staff, at the Newly Qualified level at least. Indeed, the PwC findings back this up suggesting there has been a greater desire to ‘nurture’ talent.

Showing staff that you are invested in their development is one of the most effective ways to retain them. Legal professionals that can see a future with your firm are less likely to leave and this reduces your costs associated with recruitment.

It’s important to point out, however, that attrition hasn’t disappeared entirely. Numerous respondents to our Salary Survey did say that high salaries offered by bigger firms can be problematic. This means firms either need to try and compete financially – for example, paying city-like salaries to tempt candidates to a rural location – which is a costly move. Or, they could try alternative tactics such as offering flexible working and a better work-life balance than the big firms can.

Why law firms benefit from using a recruitment agency

Knowing what will attract candidates, what will drive them away, and what will help to keep employees is invaluable. And especially when it comes to attracting candidates in the legal field, having a specialist recruitment agency on your side can make a big difference. As the Oxford Economics report suggests, the legal sector is more likely to use a specialist recruitment agency because of the need for quality over quantity; specific skills and knowledge are needed, therefore an agent that understands the sector is beneficial.

A legal recruitment agency will not only be familiar with all the quirks of the legal profession, they will be able to think outside of the box and help you to consider candidates that you might not otherwise have done, giving you more choice. Of course, using a recruitment agency rather than recruiting in-house incurs a cost. However, by making use of a partner with specialist skills, your staff are free to do what they do best, meaning that you save time and money in the long term. Placing the right candidate with your firm will also reduce attrition rates, meaning you spend less on recruitment than you would do if attrition rates remained high.

If recruiting, or even retaining staff, is something that your firm has been struggling with why not give us a call on 01772 259 121? We’ve over twenty years’ experience in the legal recruitment field and would be pleased to help.

You may also find out recent blog ‘Save time, money and resources: retain your best legal talent’, of interest if you’re looking for some new ideas on how to retain your staff.

And please feel free to register your vacancy online, if you’re looking to recruit at the moment.

Earlier this year the Ministry of Justice (MoJ) announced that it would delay the proposed ‘whiplash reforms’ until April 2020. The reforms, which were due to come into effect by April 2019, will now be delayed for a year so that the online claim platform can be tested from next October. The delay means that those with whiplash claims will still require the services of a legal professional, instead of representing themselves for small claims. The knock-on effect is that personal injury specialists are still in high demand.

A chance to make a difference

The delay means that uncertainty around the future of personal injury specialists has been postponed. We are receiving job vacancies across the personal injury niche, including solicitors, legal assistants, fee earners, and legal secretaries, to name the most sought-after positions.

For those who already work in personal injury, the news may come as a relief. The fact that there are plenty of opportunities available doesn’t just mean job security. One of the major criticisms of the reform is that the removal of trained legal professionals leaves a void that will be filled by unscrupulous claims management companies. If you’re passionate about seeking justice for those people who have been injured, then a post in personal injury gives you the chance to help people in need. Even if you haven’t worked in personal injury before, the timing could offer you a way to try out this field without any long-term commitment.

Background to the whiplash reforms

The Association of British Insurers (ABI) is lobbying for reforms to the current compensation system. It wants to weed out fraudulent claims and make it easier for people with genuine injuries to make a claim. The online system that has been put forward will remove the need for those people with a low-value claim to use legal representation – they will instead essentially represent themselves. The ABI says that this will reduce the legal costs associated with a claim and result in lower insurance premiums for motorists. However, there is some debate as to how much of a good thing this will be for the general public and the extent to which it is a fair system for ordinary people to represent themselves.

The numbers – a viable opportunity

According to the ABI, there are 1,500 whiplash claims every day in the UK. And with all of those people still requiring legal representation for another year, the numbers present a wide and varied opportunity to undertake work in the personal injury arena. Furthermore, the specialism isn’t limited geographically; accidents can happen at any time, anywhere. That makes personal injury a viable career choice whichever corner of the UK you’re based in.

In fact, Clayton Legal’s own research bears out the numerical significance of the specialism. We surveyed 12,000 firms earlier this year and found that 20% of those were personal injury specialists. That’s a significant proportion of the legal sector, and no doubt radical reforms could have equally significant consequences for the personal injury field as a whole.

The delay offers some reassurance to those who were feeling uncertain about the future of their jobs and what might happen to their specialist field. Since news of the delay was announced, Clayton has seen an increase in the number of personal injury vacancies, indicating that demand for legal professionals in this niche is high.

If you’re considering a move, or even if you work in the personal injury field already, get in touch by scheduling a call with us. We’d be pleased to hear from you and we hope we can help make your next career move as smooth as possible.

When things are going well in your job it’s a great feeling. Work that interests you and which you find enjoyable doesn’t just make the week go by quicker, it leaves you feeling fulfilled and that you are making a difference. Indeed, those in the legal profession often feel that their job satisfaction comes from more than monetary reward; quality pro bono work and development provide opportunities for professional growth.

But what happens if things aren’t going quite so well? What tell-tale signs should you look out for, and how can you tell whether seeking employment elsewhere would be beneficial? It’s an important consideration, and that’s why we’ve put together this guide to help you determine how well your job is going – and what you can do about it.

When things aren’t quite going right in your position

In life and at work things sometimes go wrong. Perhaps you applied for a promotion that you didn’t get or maybe you made an honest mistake in your work. Whatever the reason, when things don’t quite go right, it’s very off-putting. It can leave you feeling distracted, worried about your position, and often this leads to underperformance, creating a vicious circle.

The most important thing is being able to recognise when you can make improvements and when things are beyond your control. For example, asking the partners for feedback might explain what you could do differently next time to secure the promotion. Or maybe you’ll discover that the budget for the new position was unexpectedly withdrawn, which isn’t something you can help. Positive action will give you a clearer answer than continuing to worry about a situation.

How do you know if you should stay in your position or leave?

Being positive and taking proactive steps are important. However, if you feel that things aren’t quite right it’s still important that you consider whether you should stay with or leave the firm.

If you’ve asked yourself what changes you can make for the better, acted on those changes, and things still aren’t working out, the next step is to speak to your manager. Can they provide extra support? If things don’t improve, or if help is not forthcoming then it may be time to consider a new position.

What are the warning signs for when things are not going well?

Determining whether your job is going well or not can be tough, although there are signs to watch out for which will help you decide.

Internal factors: Low motivation is a clue that your job is not fulfilling you. If you dread working with colleagues or partners then it’s also a sign that things could be better. Spending time wishing for the weekend or dreading Monday morning are also clues that the job is not going as well as it could.

External factors: Key things to watch out for that indicate your job is not going well are missing targets, being invited to performance reviews by management, and being passed over for promotion. Ask for feedback wherever you can as this will equip you with information which you can act on and change things for a more positive outcome. If the feedback is vague, very negative or you don’t receive any, then it could be an indication that the job isn’t playing to your strengths.

What is your workload like: too much or not enough?

Your workload has a big impact on your success in a position. While targets can be motivating, if you don’t hit them, they can have the opposite effect. PwC reported that legal professionals across every level of experience are failing to meet targets. If you find yourself in a similar situation, ask yourself why it’s happening. Are the targets unrealistic, or is there simply too much work for you to do? In which case a discussion with your manager could result in more achievable targets and a more manageable workload.

On the other hand, maybe you feel that you don’t have enough to do. If you’re unmotivated or under stimulated by your work, it could mean that the position isn’t quite right.

It’s about achieving a balanced workload that will challenge you without leaving you burnt out.

According to figures published in the Law Society Gazette, the number of practising solicitors has reached an all-time high at 140,000. If your area of specialism is oversubscribed, then it could mean you have little work to do. Consider a position in a different area and you might find that a new challenge brings a fresh outlook.

Is the firm’s culture right for you?

The culture of a firm has an impact not only on your work but also how much you enjoy working in your job role. If the culture doesn’t appeal to you, then it can be a major factor in prompting you to leave. When we surveyed law firms earlier this year, we found that 78% of firms thought that attrition rates were getting better. This is significantly more positive than the 51% of firms who thought the same in 2016. Interestingly, the most common reason given for firms to think that attrition rates were improving was down to the firm’s culture, which shows it to be a very important factor.

This also suggests that law firms are getting better at creating enjoyable cultures for all of their staff. If there’s still work to be done, or if the culture just doesn’t make you feel at ease, it will affect how you feel about your job and your performance in the end.

Do the firm’s values marry with your own?

The values of a law firm are often linked closely with its culture – if the values don’t match up with your own, then you might find that things don’t go as smoothly in your job as you would like. Our salary survey found firms place particular importance on candidates with a sound commercial understanding, one respondent said: “There are plenty of law graduates, but we are finding that partners are looking for people with legal experience rather than law degrees.” If the firm you work for is very much driven by results, profits and big characters, and you’re more interested in providing excellent customer service, then you could find the values of the firm don’t fit with your own personal values. This can make your experience of a job very unenjoyable and increase your chances of looking for a new position in the future.

Feeling happy with your decision

Whether you decide to stay in your current job role or move on, the most important thing is that it’s the right decision for you. Taking the above into account will help you establish whether or not you should stay and try to make improvements or to jump ship.

We’ve worked with legal professionals for decades to help them get the best out of their careers – whether that means staying or leaving a job.

So, if you’re feeling unsure about the best course of action, then speak to one of our team on 01772 259 121 – we’d be happy to help.

If you are thinking of moving jobs, then you may like to read our blog: Moving Jobs: Factors that influence your decision.

You can also register your CV online, and why not have a browse through some of our existing vacancies.

Highly skilled legal professionals set your firm apart and finding individuals with the right talent takes time and resources. This is why firms need to consider the importance of retention, rather than just focusing on recruitment.

Yet it’s something that firms can struggle with – even the big players aren’t immune. The most recognisable names in London saw retention rates of newly qualified solicitors as low as 74%. Retaining talent isn’t a cost-cutting exercise, it makes your firm much more competitive in the long term.

Cost of recruitment

Recruiting new talent is a cost to your firm. According to research published by Glassdoor, the average time it takes to hire a new recruit in the U.K. is 27.5 days. This means one-twelfth of a year is spent on reviewing CVs, carrying out preliminary interviews, secondary interviews, communicating with recruiters and checking references. Factor in multiple hires, and that figure increases significantly. Considering the amount of resource, time, money and effort hiring takes, it’s evident that concentrating efforts on retention becomes far more beneficial.

Onboarding is the first step towards retaining talent. Yes, of course, it’s more effective to retain existing talent than recruit new talent, but sometimes a new hire is what your firm needs. Your firm needs to start looking after them even before they start. A welcome pack that explains benefits and expectations makes the perks of working with you clear to solicitors. Prompt, clear communications are professional and ensure candidates remain happy to work for you.

Brexit might be a source of uncertainty for many industries, but it seems to have sharpened the mind on one thing – ensuring your staff feel valued. CIPD found that 26% of organisations ‘report a greater emphasis on developing existing staff’. The report also highlighted that more organisations are involving employees with their business strategies and encouraging them to contribute their own ideas.

Management is your best defence

When your employees feel secure and supported at work they are less likely to look elsewhere. Management must demonstrate excellent leadership skills, this isn’t just managing a caseload or a team of solicitors with exacting standards, it means having good soft skills too.

If you want to keep hold of staff, then you must also encourage them to manage themselves and be invested in their careers. Maintain regular contact with them through formal appraisals, informal and open discussions and put the ball in their court. If they feel that they have a say in their own work and career they’ll be more engaged and more likely to remain with your firm.

Training and development

These two words are the most important words in your vocabulary if you’re going to successfully retain staff. If your legal talent doesn’t have what they need to do the job, then their focus and energy will be put towards finding a new position elsewhere.
The SRA has a whole section of its website dedicated to how solicitors can plan their development. Investing in your people shows that you’re committed to them and will increase commitment from them.

Remember that legal skills, especially in disciplines such as conveyancing, are in short supply. So not only will developing your staff make them more likely to stick around, it will mean that your firm doesn’t feel the effect of the skills shortage. And employing highly skilled legal professionals with subject expertise will make your firm more competitive in the long run, as they’ll be better equipped to handle client demands.

Your recruitment agent and retention

Using a recruitment agency can be very beneficial to retaining talent. There are many advantages to working with a partner when it comes to retention, and perhaps the two most important factors to consider are the personal touch and a recruiter that specialises in your market. A recruiter that takes the time to build relationships with you, the client, as well as candidates makes retaining that talent easier later on. A positive working relationship that starts on the right note will ensure that the candidate feels happy to stay with your firm for the foreseeable future. A recruiter that specialises in the legal market understands the sector and is better able to represent the role to candidates. Candidates that feel the job matches up to their expectations are much more likely to stick around than those who feel the reality is different.

Recruitment costs vs. benefits

Recruitment takes time, effort and resources. There’s no denying that the right hire at the right time can make a huge difference to a firm, yet a revolving door of talent increases the cost of recruitment exponentially. Retention starts to look a lot more appealing if you weigh the cost of recruitment against the benefits of retaining staff. Time spent training and looking after your best talent will pay you back dividends, with happier staff you’ll have happier clients, and your firm will be all the more competitive.

If you enjoyed reading this blog, you might like our other post: Legal talent drought: How to attract the best talent against the odds.

And if you’re recruiting now, you can talk to one of the team on 01772 259 121, or you can register your vacancy online.

A high-performing team is what any employer would want. A high-performing team of solicitors that is efficient, drives profits and gets results might not be as far off as you think.  It takes work and to build an attractive employer brand; writing compelling job descriptions and creating an excellent culture is only the beginning.

High-performing teams require excellent leadership, support in their development and constant engagement – even before your new recruits join the firm. Our guide to high-performing teams tells you everything that you need to build one successfully.

Successfully onboard legal professionals

Building a high-performing legal team requires careful onboarding. There are two stages to this process:

1. Establish what you want to achieve. You need to decide when onboarding will begin, what impression you would like to give to new staff, the tools that will help them do the job and goals you’d like them to meet. The most important thing to think about is how you will measure success and get feedback on the process. If you don’t have the information to work with it’s hard to make future adjustments.
2. Put systems in place to achieve what you want. Prepare the essentials like security cards, work emails and computer equipment in advance. Providing information around basic housekeeping points such as where the loos are, tea and coffee facilities as well as who to approach with questions will help put the new recruit’s mind at rest. And don’t forget that a warm welcome will ease nerves. Let the office know that a new colleague is joining and to welcome them to the team.

High-performing teams need a high-performing leader

According to the Adair International Institute, a three-pronged approach to leadership underpins successful teams. Leaders need to manage the task, the team and the individual in order to get the best results.

The task needs to be clearly set out and defined aims must be communicated to the group. Research by EY into high-performing teams indicates that 44% of team members believe that clear, achievable goals are the most important factor in what makes a successful team. The group needs to understand the task to perform it well and leaders must ensure this happens. Providing resources, establishing responsibilities and offering feedback are critical at this stage.

The team needs support to achieve its goal and leaders can do this effectively by: equipping team members to deal with conflict, ensure morale is high, establish standards of work, and develop leadership in team members. At an individual level, leaders must know all members of a high-performing team well. Awareness of strengths and weaknesses means leaders can effectively delegate and improve management of the high-performing team. This links closely to another key element of high-performing teams: how to manage support and training.

Support high-performing individuals, benefit the team

Awareness of individual weaknesses means that a leader can put in place measures to help them overcome issues and contribute to the team. Praise and recognition at the right time are beneficial in maintaining motivation.

Training is key to keeping the overall team on track. Seeing that an individual needs help in a certain area means training can be given to bring them up to speed. Managing the individual carefully benefits the team because each person has the skills to achieve the overall task aim. When new legal professionals come into the team, working with them to establish a plan for their development means you can cover all bases and fill in any gaps that might cause the team to fall short. section. In turn, you’ll get the very best from your employees.

Get the best from your employees

High-performing teams don’t happen by accident. Strong leadership from the top down keeps the team unified behind a common goal. Demonstrating integrity, inspiring others and problem-solving are among the top traits of an effective leader according to the Harvard Business Review.

There are three stages to getting the best from your employees:

1. Clear expectations: Set out what you expect from the start. Provide definitive goals and milestones to keep the team on track. Decide how the goal will be measured and build deadlines into the process that break the goal down into smaller, manageable chunks.
2. Consistent feedback: Feedback allows your team to keep adjusting and making continual improvements. Explain what you need as the task progresses and you can even encourage peer feedback, carried out in a constructive way.
3. Motivation and empowerment: Show that you value your staff and their effort. Offer praise, reward and an all-important ‘thank you’ when targets are reached to keep employees motivated and focused on the task.

Employee engagement

Building a team of talented legal professionals means constantly engaging employees. Culture, employer branding, and effectively leading your high-performing team are all important. The crucial element is managing performance at an individual level.

This is where deep knowledge of the individuals that make up your high-performing team pays dividends. As soon as a new solicitor, paralegal or member of support staff joins your firm it’s essential to understand their objectives. Engaging them with the work, the team and the task integrates them firmly into the group. You can increase engagement through an ongoing system of performance management:

1. Individual fit with the team: Know what you want to achieve and communicate it to everyone. Make sure all team members are aware of how the goal relates to their role.
2. Conversations are powerful: Communication builds trust and relationships which are both vital to high-performing teams. Engage staff in conversation about your vision, their development and keep coming back to the subject. That way you’ll not only engage employees you’ll join up their development with the rest of the team and business, which will strengthen the team.
3. Agree S.M.A.R.T objectives: Unite team members who share a similar role behind a common goal. Make the goal ‘S.M.A.R.T’ – Specific, Measurable, Achievable, Relevant, Timebound. By making use of their knowledge experience on the job you can create something meaningful which engages individuals and enhances team performance.

High-performing legal teams take time to build and need a clear plan for success. Your efforts will be rewarded with a group of individuals that work in sync with efficiency and precision. Constant feedback, conversation, motivation and inspiring leadership ensure that your team move forward as one, performing highly along the way.

Interested in turning your firm’s staff into a high-performing team? Our ‘Ultimate Guide to a High-Performing Team’ has more and will explain in detail how to create a formidable force. Download your complimentary copy or call us on 01772 259121.

If you found this guide useful, please do take a look at our other blogs and guides and don’t forget you can register your vacancy online.

The first 30 days are critical to any job. There’s a lot to take in, new names to remember and you’re still finding your feet and getting settled. On top of all of that, you’re keen to make a good impression, demonstrate your worth and integrate with colleagues. Not much to do then!

We’ve put together the essential tips to help any legal professional make it through their first thirty days. Follow our guide and you’ll not only survive the first month, you’ll be set up to thrive for a long time to come.

What to do in your first thirty days

The start of a new job is your chance to demonstrate to your new employer what a valuable asset you are. According to Forbes’ research, ‘professionalism’ is the number one trait that employers value. So how can you balance a high degree of professionalism with being focused, positive and enthusiastic?

There are three stages to bring all of these elements together:

1. Your first day: The most important thing you can do on your first day is to be on time. Lateness gives the impression of a lack of care. Be friendly and open when introduced to colleagues, but don’t overshare or be tempted to speak negatively about your former employer.

2. Your first week: Show enthusiasm when delegated work and don’t be afraid to ask questions if there’s something that you don’t understand. Continue to meet with management and partners. Show an interest in what your new employer tells you about the department, the firm and its vision. If relevant, relate this vision to your own experience as this may well benefit the firm.

3. Your first month: A new role, a new firm and new colleagues all take a little adjustment. Be sure to attend one-to-one meetings arranged by your manager, and if these are not forthcoming then you can request them. Be open to feedback and give feedback in a thoughtful, constructive way. Make your development goals known and work on a development plan with your manager.

Being proactive will put you in the driving seat of your new career and will help you feel more settled and secure. It’ll leave a good impression on your new employer too!

How to make a good impression in your new law job

Making a good impression at the start of your new job sets you up for success. Some of the most important attributes listed by Aspiring Solicitors include things like motivation, integrity, and teamwork. And while those are particularly important for people at the beginning of their career, they don’t go amiss at any stage.

A good impression is about demonstrating your value. You want to reinforce in your employer’s mind that they were right to hire you. The ability to work in a team shows that you’re interested in the collective success of colleagues and the firm. Listening, enthusiasm and a willingness to get stuck in show that you’re a good fit while showing off your skills. When meeting management and partners be open to what they are saying, especially if they are communicating their vision of what the firm is working towards. Show an interest and bring your experience to bear: your experience is valuable and if you have skills or knowledge that will help the firm achieve what they want, share it. This will impress leaders and demonstrate your skills and commitment.

Making sense of the firm’s culture

Getting to grips with a new job is one thing, making sense of the culture of a firm is another. There are several simple things you can do to help you get familiar with your new workplace.

1. Make use of your mentor – If you’ve been partnered with a mentor, they can prove invaluable in helping you understand the firm. If you have questions about how things work, potential office politics, or anything that’s not necessarily related to the work but the everyday ticking over of the place, your mentor will be able to give you the insider’s view.

2. Attend orientation, meetings and introductions – This will give you a good overview of the firm and how it works. Meeting key players and observing them in action in meetings will give you a good idea of the leadership style and how this influences the firm.

3. Pay attention to feedback – Whether feedback is delivered as an everyday drip-feed or in more formal one-to-ones, it gives you a good idea as to the culture. Keep your ears open to what’s being said and learn to understand what is expected of you. Being told what to adjust and how to make it better, helps you understand the firm’s values in a tangible way.

How to integrate with co-workers

It’s likely that you spend more time with your colleagues than anyone else, so it makes sense to have good relationships with those you work with. In order to integrate with colleagues in the first thirty days of your new job, there are a few steps you can take.

On your first day, be friendly and open. A smile and a firm handshake convey trust and create a good first impression. Take time to introduce yourself to your mentor and make sure that you go to lunch! Chatting with people away from your desks is much more likely to see you get along on a personal level which helps to enhance working relationships. Just beware of oversharing and don’t be tempted to talk negatively about your former employer: you’ll quickly destroy trust and be viewed as a gossip.

Over the coming weeks is when you can start to build and solidify working relationships. If your manager hasn’t arranged it, ask to be introduced to the department head. Being aware of who’s who will help you understand your work and build positive relations. If you’re invited to events or networking make sure to go along. Avoiding these kinds of situations gives the impression that you’re not a team player and can damage relations with colleagues.

Hit the ground running

Joining a new firm can be a challenging process. But by going through things in a logical and proactive way, you can make the best of your first month. Ensure you tie up your own goals with the goals of the firm, demonstrate your value and your senior colleagues will be thrilled that a talented legal professional has joined their firm.

Our guide on ‘How to excel in your first 30 days’ will give you more hints and tips on settling into your new role – download your complimentary copy or contact us on 01772 259 121. We’ve decades of experience working with legal professionals to place them in their ideal careers and we’d be happy to help with whatever challenges you’re facing.

And if you found this blog interesting take a look at our other blogs; ‘Secured a new role? Top tips for your first weeks’ and ‘The secret of success – sheer hard work’. You can also register your CV with us online.

You want to be sure that your offer is irresistible enough to candidates that they bite, first time. So how can you do it? It’s not all about money. In fact, our recent legal salary survey showed that two-thirds (66%) of respondents offer flexible working – second only to the more traditional pension contribution.

This guide gives you the lowdown on how to handle the offer stage and ensure your firm employs the best talent.

Communication

A phone call will give you another chance to speak with the candidate and allows you to make an initial verbal offer. Gauge their response; if they’re cagey it could be a sign they have eggs in other baskets. If they seem pleased and verbally accept you can feel reassured that it’s the right time to make a written offer.

Speed

Sixty-seven per cent of law firms believe that a legal skills shortage is likely to hamper their growth. In a climate where the demand for legal professionals outstrips supply, you might want to think about making an offer sooner rather than later. Of course, it’s important that you weigh up your options and allow space to think about who is the best fit. Just don’t leave the candidate dangling for too long – they may just be snapped up by a competitor!

Many employers, whether in the legal profession or otherwise, stipulate how long the offer of employment stands for. A week is usual, although you may wish to adjust this as per your firm’s circumstances. If a candidate hasn’t accepted within seven days, it could well signal that they weren’t as bought in as you’d hoped.

Use employer branding to your advantage

Treat your employees – and potential employees – as you would your clients. Demonstrate why it’s so good to work with you and what other staff have gained, both professionally and personally, from working for your firm. Not only will a strong employer brand attract candidates to you, it will help encourage them to accept your offer, and will also help to retain them once they come on board. Our guide offers law firms in-depth insight into employer branding.

Dodge the minefield of counter offers

You’ve found an outstanding candidate, made an offer and are eagerly awaiting them to return their signed contract. What you get in return is a counter offer. Maybe the candidate has had more money offered by their employer, or a competitor. Maybe they’re requesting a more extensive benefits package. Counter offers aren’t the end of the world and can be very revealing about what’s important to and motivates the candidate you’re interested in.

But don’t get drawn into a bidding war. You may win the battle, although candidate indecision raises flags, and begs the question of whether they are playing two parties off for their own gain – in which case they perhaps aren’t the best fit for your practice. A trusted recruitment partner can sift through the candidates to highlight the best fit in terms of motives during the initial screening process, and save you the trouble of a counter offer later on.

Counter offers in the legal profession are an incredibly common occurrence; try as you might – or your recruitment partner for that matter – it’s not always possible to avoid the situation. A combination of factors, such as Brexit and a shortage of skilled legal professionals makes for an uncertain job market. The bad news for employers is that uncertainty breeds caution as legal professionals choose to stick with what they know rather than go out on a limb. On the up side, treat your existing staff well and you may find that an uncertain climate helps you retain talent.

Non-starters

It’s frustrating, although try not to let it faze you and remember that life happens. Give the benefit of the doubt to the candidate and – maddening though it may be – resist the urge to go in guns blazing if someone doesn’t show as there may be a simple explanation. And keep your employer brand in mind: if the candidate has a bad experience they’ll tell their network and that might make recruitment difficult in future.

The best offer

All stages of the recruitment process require careful thought and planning, and none more so than the offer stage. This crucial final hurdle to placing the right candidate decides the success of the whole operation.

If you’re in need of some support in navigating this, download our latest guide – or while at any – stage of your recruitment process why not contact Clayton Legal, either online using our call scheduling service or contact form.

Alternatively, you can phone us on 01772 259 121 – we’d be happy to help you seal the deal with promising candidates.

And if you do find yourself in the position of having to deal with a counter offer, you may find our blog ‘How to handle a counter offer situation’ helpful.

You may also like to download our latest report on trends in law: The 7 critical recruitment trends in law that will impact your talent pipeline in 2019.

Over the past few months, we’ve given a considerable amount of advice on how to write a CV that will make a hiring manager sit up and take note and how to nail a job interview amongst various other things. However, we’re regularly asked what a job interviewer is actually looking for and what they’re thinking when they meet a candidate.

It’s perfectly natural to feel nervous and slightly uneasy in an interview, after all, it’s an important process and one that could shape your career prospects for years to come. Getting a job, as we all know, can change lives – particularly if it’s one you’re desperately keen to get – so it’s hardly surprising that for many people, interviewing can be highly stressful.

However, it helps to get inside the head of an interviewer and put yourself in their shoes. If you were hiring for your own company, what traits and skills would you be looking for?

Are they who they say they are?

This may sound obvious, but you’d be blown away by the number of people who openly lie on their CV. It’s easy to make yourself sound employable on your application if you just lie and any experienced hirer will likely want to run through your CV to clarify that you are who you say you are and that you’ve done what you’ve said you’ve done. They’ll probably want to throw a few open ended questions at you to allow you to talk through your CV in your own time and – as long as you are telling the truth – this should come naturally. It’s important to remember to consider how your past experiences can help you carry out the role. So rather than simply stating what you did, try and use examples and make a link with what you’ve done in your past and how it could help you in the position you’re applying for.

Cultural fit

One of the hardest things for an interviewer to gauge is whether the person sitting opposite them will fit into their current line-up. There are two distinct schools of thought. Some people like building teams with ‘disruptive’ characters who can challenge the status quo and create results and innovation by being different. Others recognise the value of employing people who can get on with their current employees and won’t upset the apple cart. Unfortunately, there’s no golden solution to this and if the employer doesn’t think you’ll work at their company for whatever reason, they’re unlikely to take you on. Your best bet is to be yourself. Your true personality will reveal itself further down the line and putting on a persona only raises the risk of you not actually being well suited to the organisation.

Are you up to the job?

Finally – and perhaps most obviously – the interviewer will want to know whether you’ve actually got the skills to do the job. This is where pinning examples to things you’ve done in your past really becomes valuable. If you can actually highlight times when you’ve made a difference to your former employer it saves them the task of linking your skills with the job specification and working out whether you’re cut out for the role. Others will do it in their interview and if a hiring manager has an obvious fit for a role, they’re hardly likely to think about other candidates quite so much. It also doesn’t come down to what you just say. If the role involves a lot of interaction with senior partners or associates then you’ll want to consider your speech patterns and ways of communicating. In addition, you should consider any obvious reasons why the company wouldn’t hire you and don’t let the interviewer jump to their own conclusions (which they will). If your CV shows signs of job hopping, for example, then provide reasons for why you’ve done so ahead of being asked.

For more insights from the team visit our blogs page or get in touch with the team for more career tips and tricks. 

You’ve found your ideal person for the role: they tick all of the right boxes and you can’t wait to get them on board. But after you’ve offered them the job, they suddenly aren’t sure. Their current employer is equally keen to retain them and has made a counter offer to incentivise them to stay. What should you do next?

Of course, all legal firms want to retain their best talent and a last-ditch attempt to encourage highly in-demand candidates to withdraw their application, is not an uncommon scenario. However, there are several steps that you can take to minimise the risk and ensure the role you are offering, remains a viable option.

Determine why they want to leave

Preparing for a counter offer needs to begin at the very first stage of contact with prospective employees. Asking ‘Why do you want to leave your current job?’ is an important part of understanding the candidate’s motives and aspirations. If their only reason for looking for a new role is to get a pay rise or a little more responsibility, their current employer can easily address this with a counter offer which includes a salary increase or a change of job title. During the interview process, consider which job seekers are interested in the full opportunity that you’re offering.

Cover counter-offers at interview

It’s totally fine to ask a candidate during the interview stage what they would do if their current employer asks them to stay. It may be uncomfortable, but if it is clear at this point that they aren’t totally sure that they really do want to leave, question them further to find out the full picture.

Get them engaged with their future colleagues

The onboarding process can start from the moment that a candidate accepts your offer and can also be extended to include candidates who are still weighing it up. It’s a good idea to invite them in again to meet with key colleagues, such as line managers, peers and the leadership team. Personal connections can make it easier for people to envision themselves as part of the team.

Keep in touch

When recruits are seeing out their notice periods – which can be as long as three months – their excitement at getting a new job can fade a little. Plus, of course, their current employer still continues to see them each day and may well be doing all that they can to dissuade them from leaving. Be sure to stay in contact with your new hire until they join you on their first day. Invite them to team events, where possible. This will help you keep the momentum going and cement your company in their mind as the place where they can’t wait to be.

Sell your strengths

If you’ve done all of that and a potential new employee still is having a moment of uncertainty about switching jobs, remind them of the opportunities in your organisation. Pinpoint what initially made them apply for a job with you – career progression, improved work/life balance, an appealing organisational culture or more challenge – and reassure them that those benefits exist if they make the move.

Use a recruiter

A good recruiter will ascertain why the applicant is searching for a new role before putting them forward for interview. Often, jobseekers reveal information to recruiters that they don’t at interview and some do say that they are really only looking for a bargaining tool! Recruiters will be well-versed in scenarios where counter-offers emerge and they’ll be able to prepare candidates for the possibility that their current employer may try to dissuade them from leaving.

Know when to walk away

The recruitment process works both ways. Even in a skills-short environment, you still want to attract the right person who has enthusiasm for the job: a candidate that needs endless persuasion to join your organisation is unlikely to be right. So, make your first offer your best one: sell the benefits of your company and role throughout the process and let it be the opportunity of working for you that attracts the right talent – not extra perks added to the salary package in a last minute attempt to get them to choose you.

If you would like specialist advice from experts, get in touch today to find out how we can help you find the right legal talent.

For more advice from the team, check out our other posts