If you just got that confirmation email or call from the hiring firm offering you the job you’ve long been hoping to land, then chances are you’ll have already punched the air in triumph and let out a huge sigh of relief at the conclusive news, thankful that the hard part of the job searching process is now behind you.

And while it’s certainly in order to celebrate such wonderful news with friends and family and give yourself a well-deserved pat on the back for making it this far, caution is advised at this junction – as there is still a transition period you are to navigate successfully, especially when there is still your resignation and notice period to manage.

Perhaps the most pertinent when discussing the activities involved in a thorough due diligence post-job search is the topic of counteroffers, an aspect of the transition process that presents a challenge to legal candidates often regardless of what they might have on offer from their soon-to-be employer.

Recent research shows that 50% of candidates who accept a counter‑offer from their current employer are back on the job market within just 60 days — a clear signal that the offer often resolves little more than the immediate issue With employers increasingly reliant on counter offers to retain their key staff and a skills shortage across the industry to contend with, these findings point to two indisputable facts that any legal candidate on the brink of leaving their current role faces at present:

• The chances that you will be made a counteroffer are higher than ever before.
• It will likely be a tantalizing prospect to consider, regardless of whatever offer you’ve got on the table.

All of this to say, it isn’t an issue you can afford to take lightly, simple as its solution may seem.

So, what happens when you break the news to your current employer with your resignation letter at the ready and your current manager provides a counteroffer, asking you to stay?

While the promise of extra benefits, money, or extra responsibilities from your existing employer might be tempting, they usually point to a few red flags that make accepting a counteroffer ultimately a bad move for your career in the long run.

Here are 5 reasons you may want to think twice before accepting the new offer on the table:

1. Counteroffers Don’t Solve Underlying Issues

Moving from one job to another isn’t a decision most legal professionals will arrive at on a whim. There will be a lot of time and thought gone into weighing the pros and cons of leaving your current role, and from every possible angle, before deciding to take the leap.

When you’re given a counteroffer, it may address one or two gripes you have with your existing role (such as a low salary), but it’s unlikely to tackle every major issue that convinced you to leave. When faced with one, it’s a good idea to take a moment to ask yourself why you wanted to take this new job in the first place.

Is your current role lacking the challenge you’re looking for at this stage of your career, or are you planning on moving in an entirely new direction? Perhaps the culture or lack of flexibility are a constant source of headaches at your firm. If the sticking points with your role aren’t resolved by the counteroffer (which tend to be the case if these sit at the root of your concerns as culture and career development are not as simple a problem to fix as salary concerns) you should absolutely be turning it down and moving on with your new job offer.

2. An Unwelcome Change in Dynamics

Whilst it is well within your right to explore alternative options if your needs aren’t being met professionally and personally, an inevitable by-product of accepting a counteroffer after making your departure known to your employer is the impact it will have on your relationship going forward.

There’s a good chance your employer will have lingering questions about your loyalty after accepting the counteroffer, and this can manifest in ways that will eventually come to undermine the reasons that sit behind your decision to stay.

You may see yourself getting passed over for promotions, or find your employer actively looking to hire for your position to fill the gap you’ll leave when you do eventually jump ship, all because they consider you a flight risk.

As they will (somewhat understandably) no longer have the same level of trust they once did, there’s likely to be an uncomfortable and awkward dynamic at play, even if they do end up going in the other direction and working harder to keep you happy.

3. A Growth Plateau

Career development often involves moving between different roles, taking on new responsibilities over time and stepping out of one’s comfort zone constantly to keep the trajectory of one’s growth on the up. While there is the benefit of quickly climbing up the ladder in one law firm and building up experience working within a particular team or role, staying put for too long can be as damaging to your career prospects in the long run, as it keeps you out of the loop on what opportunities are ripe for you to expand your skills and experience and consequently stunt your growth.

When deciding if a counteroffer is worth accepting, ask yourself if it keeps you on course to achieving your short and long-term career goals. Compared to the job you presently have lined up, does your existing role get you closer to meeting those key milestones any faster?

Remember that a higher salary won’t bridge the gap that an unrewarding role leaves. Yes, the money will certainly be a welcome incentive but that will quickly become irrelevant if your existing role isn’t pushing you in the right direction. It’s important that you keep your end goal in mind when considering a counteroffer and avoid any ill judgement based on the promise of monetary value.

4. With Great Investment Comes Great Scrutiny

Given the gravity of the skills shortage prevalent in the hiring market today, keeping a hold of top talent has become a lot more of an urgent imperative for businesses across the industry. As firms increasingly opt for desperate measures to retain their key personnel, it has become commonplace to see employers rush to offer a more handsome remuneration package to save themselves the stress of scouring the market for an adequate replacement.

While this is good news for candidates currently without a role, it is a double edged sword for anyone considering the prospect of a counteroffer. This flexibility towards a salary/benefits increase can and often does mean employers  become increasingly wary of how much you warrant the extra investment down the line and can lead to them actively looking for tangible evidence you’re worth it right away.

Having this extra scrutiny placed on your performance, conduct and attitude – down to the smallest of things – can be a stressful experience, even if you are conscious you are well-deserving of the extra benefits you received.

In some cases, employees who accept counteroffers find themselves under pressure to perform like a new hire all over again, trying to prove they deserve their new salary and responsibilities. In other cases, you may find that some of these responsibilities aren’t ones you asked for or are fit to handle, and that’s because your employer simply wants to ensure they’re getting their “return on investment” from you.

5. Risk of Regret

Job changes can be stressful and worrisome, but they can also present incredible opportunities to tap into your potential as a legal professional and build a stellar career for yourself. If you’ve been offered a job at another firm, and you’ve said “yes”, then chances are there’s clearly something about the new role that appealed to you.

Maybe you loved the level of flexibility it offered and don’t have an opportunity to get that kind of work life balance at your current firm. Perhaps you were interested in branching out into a slightly different aspect of your practice area and won’t get the chance to explore that in your current role. Bear in mind that any unfulfilled desire will always be there in the form of regret if you do nothing to change your circumstances when opportunity knocks at the door.

Although you’ll have the comfort of not having to get accustomed to a new working environment or team, you’ll also be left constantly wondering what would have happened if you had followed through and moved into that new role.

Counteroffer Strategies 101

It’s always worth preparing for a counteroffer in advance before approaching your manager with your resignation letter. Think about how best to pass across your rejection to their offer politely and firmly, and whether there are still any important factors at play that warrant you seriously considering passing up the chance to make a new move.

By far the best way to add that extra layer security to your preparation is to work alongside a specialist legal recruiter throughout a process. They possess a great deal of knowledge about the job application process, from both a hiring and employee perspective and are best placed to help alleviate any doubts you might have about your current options – counteroffer or not.

If you find yourself at a critical junction in your legal career with no clear pointers on how best to advance, then you’re in luck. At Clayton Legal we make it our goal to simplify the job-hunting process as much as possible for legal candidates, whatever the complications involved may be, and would love to give you the helping hand you need in navigating any uncertainties about the next move for your career. Give our team a call today on 01772 259 121 or contact us here.

About Clayton Legal

Clayton Legal has been partnering with law firms across the country since 1999 and during that time has built up an enviable reputation for trust and reliability. We have made over 5,000 placements from Partners to Legal Executives, Solicitors to Paralegals and Legal IT personnel to Practice Managers. 

Whether you are building your legal team or are looking for your next career move, we can help. Call us on 01772 259 121 or email us here. 

As 2025 unfolds, UK immigration law is undergoing some of the most significant changes we’ve seen in years, both in policy terms and the ripple effects for law firms tasked with advising clients through it. From new visa thresholds to digital ID proposals, and from sector-specific bans to bilateral return agreements, the pace of reform is accelerating.

At Clayton Legal, we’re seeing a growing demand for immigration specialists who not only understand this new legal terrain but can guide clients with clarity, empathy, and compliance confidence. In this blog, we explore the latest developments in UK immigration law, what they mean for legal teams across the country, and how hiring strategies must evolve to keep pace.

A new policy era: the 2025 immigration white paper

In May 2025, the UK Government unveiled its white paper: “Restoring Control over the Immigration System” – a comprehensive overhaul aimed at reducing net migration and reshaping how the UK attracts and retains overseas workers.

Key proposals include:

– Raising the skilled worker visa threshold from RQF Level 3 (A-level equivalent) to RQF Level 6 (graduate level).

– Phasing out visas for care workers and low-wage roles in adult social care by 2028.

– Introducing digital ID systems for migrants to improve enforcement and compliance.

– Reviewing the graduate visa route, which could impact international student recruitment.

As a result, the changes mark a strategic pivot toward a “high-wage, high-skill” immigration model, creating both challenges and opportunities for law firms advising clients in sectors reliant on international talent.

July 2025: implementation of new thresholds and banned routes

The first wave of reforms takes effect from 22 July 2025, with key updates to the UK’s Immigration Rules under HC 997:

– All new skilled worker visa applicants must now hold RQF Level 6 qualifications, impacting roles across education, hospitality, and health.

– Overseas recruitment in adult social care has effectively been suspended, causing concern among care sector employers and the legal advisers who support them.

– The minimum salary threshold has risen to £41,700, leaving many frontline roles ineligible under the new criteria.

Consequently, the implications are immediate and far-reaching. Law firms advising on sponsorship, compliance, and corporate immigration are now navigating a far narrower route framework. As a result, advisory expertise must be sharp, up-to-date, and able to manage expectations sensitively, especially where sponsorship eligibility is lost mid-cycle.

Further details: UK Immigration Rule Changes – NHS Employers

Sector spotlight: immigration law in the care sector

The ban on overseas recruitment in the care sector is already making headlines. Council leaders in regions such as Kent have warned that staffing shortfalls will deepen as care homes lose access to international workers. Some predict service closures unless domestic recruitment can be scaled rapidly; something unlikely in the short term.

For legal teams, this change raises complex client queries around:

• Terminating sponsorships mid-contract
• Rights of care workers already on UK soil
• Potential legal risk for non-compliant operators

As reported in The Guardian, local authorities are urging the Government to reconsider the care ban’s scope.

This is where demand for specialist legal professionals becomes acute. Firms with clients in care, health, or recruitment now need lawyers with a highly specific knowledge of Home Office policy interpretation, precedent, and mitigation.

Channel crossings and bilateral returns: the France-UK deal

Another notable development is the UK-France “one-in, one-out” migrant agreement, launched in July 2025. Under the deal, for every irregular Channel crossing that results in removal to France, the UK will accept one asylum seeker from the French system who has close family ties in Britain.

The trial scheme is capped at 50 individuals per week and forms part of a broader effort to reduce irregular crossings and streamline removals.

On the legal side, practitioners in asylum, human rights, and public law must now contend with an increasingly political climate. Return protocols, detention review, and family reunification work are all becoming more procedurally complex, and, in some cases, time-sensitive.

What this means for hiring: the specialist immigration lawyer is in demand

As the legal framework tightens, the need for precise, strategic legal advice has never been greater. At the same time, many law firms are now discovering a second challenge: finding the people to deliver it.

Immigration law is undoubtedly niche. With reforms in play, finding lawyers with the right expertise and awareness is now even more competitive.

At Clayton Legal, we’re supporting clients across the UK who are now seeking:

– Immigration solicitors with experience advising on sponsorship licensing, Home Office audits, and compliance.

– Public law and asylum lawyers skilled in removal challenges, family reunion, and human rights arguments.

– Sector specialists who understand the nuance of advising clients in care, education, hospitality, and professional services—particularly around the RQF Level 6 uplift.

This isn’t just about technical know-how. Clients are stressed, the rules are shifting, and lawyers need to combine empathy with commercial awareness. The right hire must understand not just the law, but the practical, emotional, and reputational dimensions that come with it.

Is your firm prepared for the new immigration landscape?

There’s no doubt that immigration law in 2025 is in the middle of a reset. More importantly, that reset is reshaping hiring strategies in law firms of every size, from boutique immigration practices to full-service regional firms with a mix of private and corporate work.

So, if your firm is currently reviewing its immigration offering (or considering adding to the team) it’s vital to act early. The best talent in this space is in high demand and low supply. And the more complex the legal landscape becomes, the greater the need for sharp, proactive advice delivered by those with sector-specific expertise.

How Clayton Legal can help

For more than 25 years, Clayton Legal has worked side-by-side with UK law firms to tackle hiring challenges and build resilient teams. That collaborative approach has led to over 5,000 successful placements – from partners and solicitors to legal technologists and practice managers.

If you’re strengthening your team or planning your next career move, we’re ready to work with you.

Recent UK-wide research found that the average time to hire across all professions is nearly 4.9 weeks (approximately 34 days), and legal & accounting roles are only slightly faster at 4.8 weeks. Meanwhile, the global average time-to-hire has climbed to 44 days – yet top legal candidates are typically on the market for just 10 days before accepting another offer.

While skill shortages in the legal sector do play a role, the real issue stands clear: law firms are still taking too long to make hiring decisions.

While it’s important to be cautious when choosing the right employee to bring onto your team, a slow hiring process can have a number of negative repercussions. As competition for legal talent in the legal industry grows, taking too long to select a candidate could/will mean you miss out.

At the same time, there’s a risk you could end up impacting your employer brand, prompting future candidates to avoid applying for your roles.

Remember candidates talk to each other and especially online (many actively writing negative reviews about the experience).

So let’s talk about why hiring faster is a good idea.

Hiring Fast vs Hiring Slow: Why Speed Wins

The best legal candidates are always highly coveted and receive multiple offers from a variety of different employers. If you’re not fast to act, the chances of losing your ideal employee are higher than ever.

As a legal recruiter, we can only do so much to persuade candidates to wait.

Recruiting faster doesn’t mean abandoning your standards when choosing the correct candidate. Instead, it means reworking your process so you can make intelligent decisions quickly.

Here are some of the reasons why law firms need to increase the speed of their hiring strategy if they want to remain competitive.

1. Increases Your Chances of Securing the Right Legal Talent

The hiring marketplace has changed drastically in the last three years. Today’s legal employees don’t have time to wait around for an employer to offer them a role. More importantly, they usually don’t have to. Even if you don’t offer a role to a candidate straight away, there’s a good chance another firm will.

Making slow decisions about who to bring onto your team doesn’t necessarily improve your chances of getting a high-quality candidate. While you’re busy consulting with your recruitment team about whom to hire, your ideal candidate is already looking for alternative roles.

The longer you take to decide, the more chance you have of someone else swooping in and recruiting your top choice. This could mean you need to settle for a less-than-ideal alternative, just so you can fill the gap in your legal team.

2. Better Existing Employee Experiences

A slow hiring process isn’t just a problem for future employees, it can cause issues with your current workforce too. When positions go unfilled for too long in a firm, many leaders need to distribute the tasks associated with those roles to other team members, to fill the gaps.

This means staff ends up focusing more of their time on projects and initiatives not included within their general job description. This can increase your risk of burnout and overwhelm, and even encourage employees to start searching for new roles too.

Placing more strain on your existing team also means they’re more likely to be prone to making mistakes in their day-to-day work. Overwhelmed staff need to rush through tasks, rather than giving each job their direct focus.

3. Enhanced Candidate Experiences

Legal professionals are no longer just searching for great salary options and benefits when it comes to their job search. Amongst other things (and there is quite a list these days) they’re also looking for evidence their employer will treat them with empathy and respect. This means the candidate experience has become more important than ever to firms in search of new legal talent. Fail to deliver a good experience, and you’ll miss out on future opportunities.

A speedy hiring process delivers a better all-around experience for your candidates, showing them, you respect their needs.

The faster you provide your candidates with an offer, the more likely they are to feel committed to your brand and their role within your firm. The longer your hiring process takes, the more your new team members are likely to lose their enthusiasm about their new role.

Ethical recruitment (something we’ve looked at recently) means in simple terms, doing the right thing – always. This should be the very foundation and principles on which your hiring activity is built.

4. Improved Employer Brand and EVP

Ensuring you can attract and retain the best quality legal talent in the current market requires significant effort. You need to ensure you’re promoting an employer brand that convinces legal candidates you have the right opportunities to offer.

Your employer brand is influenced by everything you do when interacting with both your existing employees and future staff. This means if your candidate experience is poor, due to a long recruitment time and lack of communication, you could risk scaring off new employees. In fact, around 43% of job-seekers say they might even write a negative review about an employer when the hiring process takes too long.

Committing to quickly providing your candidates with insights into the success of their interview, and making decisions fast about who to hire will ensure you stand out in the legal sector.

4. Portals To Support – Not Stall – Your Hiring Process

Many law firms now use online recruitment portals to manage their hiring process – often asking external recruiters to submit candidates through these systems. When managed well, portals can help centralise applications, improve compliance, and streamline internal approvals.

But the candidate experience still matters. If applications sit in the portal without timely feedback or progress, top talent can quickly lose interest, or accept another offer. The most effective firms strike a balance: using portals to stay organised, while ensuring communication with both recruiters and candidates remains proactive and personal.

Speed Up Your Hiring Process

The best candidates in the current legal landscape won’t wait around for a long hiring process. And it goes without saying that the more in demand they are, the more options will be open to them when it comes to choosing where to make that next move.

If you can’t act quickly to secure the best for your firm, simply put – you’ll miss out.

Recruiting faster doesn’t have to mean lowering your standards, but it could mean looking for ways to optimise your hiring process.

And, whilst time may be of the essence, it’s equally as important not to make any rash decisions or rush into a decision that could ultimately come back to bite you. After all, there is a significant commercial cost of a bad hire too.

Working with a legal recruitment specialist can help to focus your activity – helping to source, and shortlist candidates faster, so you can get the right talent quickly  – whilst also ensuring that no balls get dropped along the way in ensuring that the candidates that are presented to you are still the right ‘fit’ for your firm.

And throughout it all, don’t underestimate the power of basic hiring etiquette – you never know when you might be sitting on the other side of the table.

About Clayton Legal

For more than 25 years, Clayton Legal has worked side-by-side with UK law firms to tackle hiring challenges and build resilient teams. That collaborative approach has led to over 5,000 successful placements – from partners and solicitors to legal technologists and practice managers.

If you’re strengthening your team or planning your next career move, we’re ready to work with you.

Call us on 01772 259 121 or get in touch with us here

We’ve just released the most comprehensive legal salary survey in our history. Built from hundreds of conversations with legal professionals and informed by responses from individuals and firms across the UK, it provides a clear, data-led view of what matters most to legal talent in 2025.

This year’s research goes well beyond salaries. It covers shifting attitudes around flexibility, progression, workplace culture, benefits, and mobility – helping employers and jobseekers alike understand what’s really driving decision-making in today’s legal market.

If you’re hiring or considering your next move, here’s what you need to know.

Flexibility Is Still King, But Availability Is Declining

According to our survey, 30.1% of legal professionals named homeworking as their most valued benefit – more than any other. Hybrid working followed at 10.6%, with performance-related bonuses a distant third at 6.8%. The message is clear: flexibility now outweighs traditional perks.

However, access to flexible working is falling. In 2024, 59% of professionals said they had homeworking options; this year, that number dropped to 34.6%. Hybrid working access fell from 45% to 29.1%. For firms keen to attract and retain talent, this should be a red flag. Many professionals – particularly Gen Z and mid-career candidates – view flexibility as a non-negotiable. While a post-pandemic recalibration of working patterns is well underway, the data raises an important question: is a balanced, flexible model still achievable, or are too many firms in danger of overcorrecting?

Why Legal Professionals Are Moving Roles

Career progression is now the leading motivator for job changes, cited by 39.6% of respondents, up from 32% last year. Professionals want clarity, development opportunities and room to grow. Work-life balance has also gained ground, nearly doubling year-on-year to 12.6%.

While remuneration is still an important factor, especially with wage inflation at 6%, it is no longer the only reason people are leaving. In fact, only 19.2% said they moved for better pay. This reflects a broader shift: professionals are seeking roles that offer purpose, growth and alignment, not just a higher salary.

A More Measured, Yet Still Mobile Workforce

Just 33.6% of legal professionals said they are likely to move in the next six months, a drop from 44% in 2024 and 53% the year before. However, this does not mean the workforce is settled. Many are staying put likely due to uncertainty, probation risks, or lack of appealing alternatives, not necessarily because they’re ‘satisfied’.

In fact, 1 in 5 respondents said they are undecided. This presents an opportunity for firms with a compelling employer value proposition (EVP) to engage and attract talent who are open to the right move.

The most commonly cited reasons for staying included:

• Good work-life balance (63.5%)
• Strong workplace culture (57.1%)
• Enjoyment of the work itself (55.6%)

Regional Differences in Legal Mobility

Our legal salary survey reveals distinct regional differences. Legal professionals in the Midlands were the most open to change (25% likely or very likely to move), closely followed by the North at 22.9%. In contrast, only 16.8% of London-based respondents said the same.

These variations highlight the importance of tailoring hiring strategies by region. What motivates candidates in Manchester or Birmingham may not apply in London or the South East. If you’re unsure what’s happening in your local market, our consultants can help.

Bonuses and Benefits: The Bigger Picture

Only 44.2% of legal professionals received a bonus in the past year. Of those, 42.6% said it was higher than the year before. Of particular interest was the 12.6% of respondents who weren’t sure how bonuses are calculated. The most common criteria included billing targets, performance and firm profitability, though many still described the process as vague.

There are also noticeable gender and regional disparities. In London, 51.8% received a bonus compared to just 20.8% in the East Midlands. Men were more likely to receive a bonus than women (50.6% vs 42%).

Other widely offered benefits included:

• Homeworking (34.6%)
• Company tech (32.1%)
• Hybrid working (29.1%)
• Enhanced sick pay and wellbeing cover (both around 21%)

This reflects a shift toward more holistic, flexible benefits that support long-term wellbeing and productivity.

Development: A Critical Retention Lever

While legal professionals want to grow, many feel they aren’t getting the support they need. 42.1% were only somewhat satisfied with their current development opportunities, and 18.7% were dissatisfied.

The most valued elements of progression included:

• Professional training and CPD (35.9%)
• Recognition for achievements (32.7%)
• Access to high-quality work (30.4%)
• Mentorship (28.2%) and transparent promotion criteria (20.6%)

Development satisfaction was notably higher in London and the South East, while respondents in the North West and North East reported more dissatisfaction. For firms looking to build future leaders, these insights matter. Development is no longer a ‘nice to have’ – it is a core retention strategy.

A Workforce That’s More Intentional Than Ever

The overarching message of this year’s legal salary survey is that professionals are moving less, but thinking more. The decisions being made are deliberate, informed, and focused on long-term alignment, not short-term gains.

Flexibility, culture and development now shape how legal professionals evaluate opportunities. For firms, that means realigning not just pay, but values, policies and workplace practices.

For individuals, the message is equally clear: understanding your worth and your priorities is essential to making the right move.

Download the full Clayton Legal Salary Survey and Market Insights Report

Whether you’re hiring, exploring new opportunities, or simply want expert insight into your local legal market, our consultants are here to help. With deep regional knowledge and real-time access to market trends, we can support you in making informed decisions, whether that’s attracting the right talent or navigating your next career move.

Download the full Clayton Legal Salary Survey and Market Insights Report here for detailed salary data, regional breakdowns, and practice area comparisons.

Or if you’d prefer to talk things through, get in touch with our team today for a confidential conversation tailored to your needs.

In today’s competitive legal market, hiring great talent is only half the battle. What really sets high-performing firms apart is what happens next, namely through effective onboarding.

A strong onboarding strategy does more than cover compliance. It not only builds confidence and embeds culture, but it also gives new legal professionals the structure and support they need to thrive from day one. When done right, onboarding helps new hires settle in, and more importantly, it sets the stage for long-term growth, development, and retention.

Now more than ever, legal professionals value early feedback, clear expectations, and a sense of progression. As a result, onboarding has become a crucial part of the employee experience – and often a make-or-break moment.

So, what does great onboarding actually look like in practice? And more to the point, how can your firm create a plan that delivers real, lasting impact?

Let’s take a closer look.

Orientation vs. Onboarding: What’s the Difference?

Orientation and onboarding may sound similar, but they serve very different purposes.

Orientation is usually a one-off event that introduces new starters to the basics – company policies, procedures, and the workplace environment. HR and leadership teams typically lead this, giving new employees a quick overview of what they need to know to get started.

Onboarding, by contrast, is a longer-term process that spans the entire journey from day one to full integration. When done right, it boosts engagement, strengthens your employer brand, and helps build a cohesive, productive team.

How to Build an Effective Onboarding Plan

Research shows that a structured onboarding process improves employee satisfaction, retention, and overall team success. In fact, it can increase retention by up to 92% and productivity by more than 70%.

There’s no one-size-fits-all approach, but these five steps are a solid foundation.

1. Choose the Right Onboarding Format

First, think about how you’ll deliver onboarding. Traditionally, it’s done in person through face-to-face meetings and training. But with one in four UK workers now following a hybrid pattern, your approach needs to reflect that.

Start by working out which parts of your onboarding can happen remotely and which really need that in-person touch. Don’t be afraid to ask new hires what they prefer – their input can help shape a more flexible and effective process.

2. Assign a Buddy

Onboarding isn’t just about ticking boxes. It’s about helping people feel supported – both professionally and personally.

Pairing each new hire with a buddy gives them someone they can go to with questions, concerns, or just for a casual chat. It might sound simple, but having that go-to person can make a big difference in how quickly someone feels at home.

Many firms encourage informal chats or regular video calls between buddies and new joiners. That said, choose whatever works best for your team to build a strong, supportive relationship from day one.

3. Keep the Communication Flowing

A culture of open, honest communication helps people feel safe, supported, and part of something bigger. Encourage team members to speak up about what they need, whether that’s training, feedback, or clarity on expectations.

Managers should hold regular one-to-ones to track progress and talk through any challenges. These sessions aren’t just about performance – they’re also a chance to explore development goals and offer encouragement.

It’s also important that employees know how success is measured and what great performance looks like.

4. Set Goals – and Keep Evolving Them

According to research by business consultancy, Korn Ferry, one in three employees leaves their job within the first six months. Another study found that 86% would switch roles even if it meant risking their CV. That tells us just how important early engagement really is.

Setting meaningful goals early on gives employees a sense of direction and purpose. Use one-to-ones to talk about strengths, development areas, and long-term career ambitions.

As your people grow, their goals should grow with them. Keep revisiting and adjusting those targets to reflect their progress – and make sure they know you’re invested in their future.

5. Prioritise Development from Day One

If you want to retain top legal talent, development needs to start early. Use onboarding to highlight opportunities for learning and growth, and explain what progression could look like over time.

Make it clear that you’re not just filling a role – you’re supporting a career. Regular check-ins help reinforce that message and keep development front of mind.

Final Thoughts

Hiring someone new is a big investment – of time, money, and team energy. So it’s worth making sure your onboarding process sets them up for long-term success, not just a smooth first week.

Finding the right fit is the first step. A specialist legal recruiter can help you identify candidates who align with your firm’s values and culture. They’ll also take the time to understand your goals – and those of the people they represent.

Many recruitment partners also offer added services like retained search, video profiling, or psychometric testing, helping you get a clearer picture of your next hire before they even walk through the door. It’s a great way to lay the groundwork for a successful onboarding experience.

About Clayton Legal

Clayton Legal has partnered with law firms nationwide since 1999. Over that time, we’ve built a trusted reputation for service and reliability. We’ve made over 5,000 placements—from partners to legal executives, solicitors to paralegals, and legal IT staff to practice managers.

If you’re building your legal team or looking for your next role, we can help. Call us on 01772 259 121 or email us here.

Criminal law has long been a cornerstone of the legal profession, but career paths within this field are shifting. Technological advancements, evolving crime trends, and regulatory developments are reshaping the landscape, creating new specialisations and career opportunities.

Aspiring and experienced criminal lawyers alike must adapt to these changes in order to remain competitive and impactful in their careers.

Emerging Specialisms in Criminal Law

Environmental Crime

Environmental crime is gaining increasing attention due to heightened regulatory scrutiny. This specialism covers cases involving pollution, waste disposal, and other environmental breaches. Regulatory bodies such as the Environment Agency, as well as international organisations, now require legal professionals to handle environmental offences.

Career Path and Skills:

Lawyers specialising in environmental crime often work in government, NGOs, or private practice, advising on compliance, enforcement, and litigation. A background in environmental science or regulatory law can be particularly advantageous.

Cybercrime and Digital Forensics

With the rise in cyber threats, the legal profession has had to evolve in response. The National Cyber Security Centre (NCSC) has reported a significant increase in cybercrime, including ransomware attacks, identity theft, and online fraud. Criminal lawyers specialising in cybercrime now collaborate with digital forensics experts to investigate, prosecute, and defend cases involving digital evidence.

Career Path and Skills:

Lawyers in this field need expertise in cybersecurity, data protection laws, and forensic technology. Many law firms and regulatory bodies seek legal professionals with technical know-how or additional certifications in digital law, making this a desirable career option for tech-savvy legal professionals.

Financial Crime and Fraud

The growth of financial technology (fintech) has made financial crime more complex. Cryptocurrency fraud, money laundering, and intricate fraud schemes are now major concerns for regulators. The UK’s National Crime Agency (NCA) and the Financial Conduct Authority (FCA) have intensified enforcement, heightening demand for lawyers with expertise in financial regulations and forensic accounting.

Career Path and Skills:

Criminal lawyers in this area typically work with financial institutions, regulatory bodies, and corporate clients. Strong analytical skills, an understanding of corporate law, and familiarity with anti-money laundering regulations are essential.

Maritime Crime

Maritime crime includes offences such as smuggling, illegal fishing, and piracy, requiring a deep understanding of both domestic and international law. While placements in this area are rare, opportunities exist for those with the necessary expertise.

Career Path and Skills:

Criminal lawyers specialising in maritime crime typically work in government agencies, maritime law firms, or international organisations. A background in international law, environmental regulations, and shipping law is essential, alongside an understanding of cross-border enforcement mechanisms. Fluency in maritime laws, including conventions and treaties, is often a prerequisite.

White-Collar and Complex Crime in the UK

White-collar and complex crime in the UK is changing rapidly, influenced by advances in technology, international collaboration, and a growing focus on certain sectors. Financial crimes and large-scale operations are becoming more sophisticated, requiring adjustments in both legal and law enforcement strategies.

White-Collar Crime

White-collar crimes, typically committed by individuals in positions of trust, are evolving. While fraud and money laundering remain prevalent, new types of crime are emerging, particularly in the realm of digital finance and online platforms. The rise of cryptocurrencies, for example, has introduced new challenges for regulators in tackling fraud and money laundering involving digital assets. The Serious Fraud Office (SFO) has stepped up efforts to combat fraud, particularly in financial services and technology, following high-profile cases like the collapse of businesses due to fraudulent activity.

Career Path and Skills:

Criminal lawyers specialising in white-collar crime often work with large corporations, regulatory bodies, or financial institutions. A solid understanding of financial regulations, corporate governance, and forensic accounting is crucial. Expertise in emerging areas like cryptocurrency regulation and digital finance will set professionals apart in this field.

Complex Crime

Complex crimes are also evolving, with organised crime increasingly intersecting with cybercrime. Traditional concerns like drug trafficking and human trafficking remain significant, but there is now a stronger focus on digital and cross-border crimes. The NCA is particularly focused on cybercriminal groups involved in ransomware attacks, which are becoming more frequent and complex. The rise of state-sponsored cybercrime presents an additional challenge, requiring a coordinated approach to address both national security and criminal issues.

Career Path and Skills:

Complex crime lawyers must be versatile and adaptable, often handling high-profile cases involving multiple jurisdictions. A deep understanding of organised crime structures, digital forensics, and international law is essential. Expertise in handling cases involving both traditional and cybercrime elements will be in high demand.

Corporate crime has also seen shifts, with greater attention being paid to corporate responsibility in preventing bribery, corruption, and environmental harm. The Bribery Act 2010 is under closer scrutiny, particularly after cases like the Airbus bribery scandal, where the company faced substantial fines for corruption in multiple countries.

Career Path and Skills:

Specialising in corporate crime often involves working with regulatory bodies, large corporations, or legal firms that focus on compliance and enforcement. Knowledge of corporate law, anti-bribery policies, and international regulations, such as the Foreign Corrupt Practices Act (FCPA), is crucial in this field.

The Impact of Technology on Criminal Law Careers

Technology is not only transforming the nature of crime but also how legal professionals approach their work. Artificial intelligence (AI) is increasingly being used in criminal investigations, case management, and predictive policing. Lawyers now need to understand how digital evidence is gathered, assessed, and challenged in court.

Key Technological Trends Affecting Criminal Law:

• AI-Powered Legal Research – Automating case law analysis to improve efficiency.
• Surveillance and Privacy Law – Balancing security measures with human rights concerns.
• Blockchain in Legal Transactions – Preventing fraud and enhancing evidence authentication.
• Criminal lawyers who are familiar with technology and legal tech tools will have a distinct advantage in their careers.

Legal Aid vs. Private Crime Representation

Criminal law has traditionally been divided between legal aid and private crime representation, but shifting trends are changing this dynamic. The traditional model—where legal aid lawyers handle publicly funded cases and private practitioners represent high-net-worth clients—is evolving as financial pressures, technological advancements, and policy changes redefine the landscape.

With legal aid funding under strain, many criminal lawyers are facing increasing caseloads and lower fees, making long-term sustainability a challenge. Some are branching into specialist areas like financial crime, regulatory investigations, and cybersecurity law, where demand is on the rise. Others are exploring consultancy roles, providing strategic legal advice without full representation.

On the private side, clients are becoming more discerning, expecting high-value services that go beyond courtroom advocacy. Digital forensics, AI-powered case analysis, and proactive risk mitigation are becoming key differentiators for criminal lawyers in private practice.

As with other niche areas within the sector, the future of criminal law careers lies in adaptability—whether through niche expertise, tech-driven approaches, or alternative fee models that bridge the gap between legal aid and private representation. As the legal landscape evolves, so too must the lawyers navigating it.

How to Future-Proof Your Career in Criminal Law

As the legal landscape rapidly evolves, criminal lawyers must not only respond to changes but also proactively position themselves for success. The rise of new technologies, complex global issues like cybercrime, and shifting societal needs present both challenges and exciting opportunities. To stay ahead in this competitive field, lawyers should focus on expanding their skill sets and developing expertise in areas of high demand.

Here are five key strategies for staying ahead in the evolving criminal law landscape:

1. Develop a Specialisation – Focus on emerging areas, such as cybercrime or financial crime, where legal expertise is in high demand.

2. Stay Informed on Legal Tech – Familiarise yourself with the latest advancements in technology, including AI, blockchain, and digital forensics, to remain competitive and offer cutting-edge solutions to clients.

3. Pursue Additional Qualifications – Enhance your qualifications with certifications in regulatory law, forensic accounting, or cybersecurity to increase career prospects and broaden your expertise.

4. Expand Your Network – Engage with professional organisations such as the Law Society, Bar Council, and sector-specific groups to stay connected and informed within the legal community.

5. Seek Diverse Experience – Work across different roles and sectors, whether in criminal law or related fields, to build a well-rounded and adaptable skill set.

By adopting these strategies, criminal lawyers can ensure they’re not just keeping pace with changes but are ahead of the curve, ready to tackle the challenges and opportunities of tomorrow’s legal landscape.

Clayton Legal: Supporting Criminal Law Careers

At Clayton Legal, we specialise in connecting legal professionals with the best career opportunities in the criminal law sector. Whether you’re looking to specialise, transition to a new role, or explore emerging areas of law, our recruitment experts can guide you through the evolving job market.

For criminal lawyers seeking their next move, partnering with Clayton Legal provides tailored career advice and access to exclusive job openings in niche areas of criminal law.

Conclusion

Career paths in criminal law are evolving at an unprecedented rate. Specialisation, technological adaptability, and regulatory expertise are becoming crucial for long-term success. By staying ahead of industry trends and proactively shaping their careers, criminal lawyers can secure fulfilling and impactful roles in this dynamic sector.

For support in navigating the changing legal landscape, connect with Clayton Legal today and explore the opportunities that align with your skills and ambitions.

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References:

National Crime Agency. (2024). Organised Crime and Cyber Threat Report. NCA.

Financial Conduct Authority. (2024). Anti-Money Laundering and Financial Crime. FCA.

Law Society. (2024). Criminal Law Career Resources. Law Society.

Bar Council. (2024). Legal Specialisation and Career Development. Bar Council.

As of January 2025, the Transparency Pilot, designed to provide greater media access to family court proceedings, has been extended to all family courts across England and Wales. Initially launched in 2023 and reaching nearly half of the courts by 2024, this nationwide rollout marks one of the most significant changes to family law practice in decades.

Under the scheme, accredited journalists and legal bloggers can attend family court hearings and report on them, subject to strict anonymity rules safeguarding the identities of children and families involved. Transparency orders, issued by judges, establish clear parameters for what can and cannot be disclosed, ensuring that openness is balanced with privacy.

While the pilot aims to enhance public trust and understanding of the family justice system, it also introduces complex challenges, particularly for law firms and professionals navigating this new landscape.

What This Means for Family Law Recruitment

The expansion of the Transparency Pilot is not just a procedural change; it signals a cultural shift in how family law is practiced and perceived. Law firms, especially those specialising in family law, must adapt to this evolving environment and consider the implications for recruitment, talent retention, and professional development.

1. Navigating New Regulations and Societal Expectations

The pilot reflects a growing societal demand for openness around issues such as domestic violence, coercive control, and financial abuse. Firms need to ensure their teams are fully equipped to operate within the revised regulatory framework. This includes staying ahead of changes in reporting rules and preparing for increased scrutiny of their handling of sensitive cases.

Recruitment efforts should focus on identifying candidates with proven adaptability to changing legal frameworks, a strong grasp of reporting restrictions, and the ability to balance client interests with public expectations.

2. Prioritising Continuous Professional Development

As media access to family courts becomes the norm, ongoing training is vital for legal professionals. Firms must provide robust learning programmes that cover reporting restrictions, confidentiality laws, and strategies for engaging with the media without compromising client welfare.

Equipping teams with the necessary skills to manage these complexities will not only strengthen client trust but also ensure the firm’s reputation remains intact. Candidates who demonstrate a commitment to continuous learning will be invaluable in this environment.

3. Demand for Strong Communicators and Media-Savvy Professionals

The new era of transparency elevates the importance of soft skills in family law practice. Lawyers who can effectively communicate with clients, the media, and other stakeholders will be in high demand. Public relations expertise and experience in managing media scrutiny will be critical for maintaining the firm’s reputation while supporting clients during highly sensitive cases.

Former criminal barristers, with their experience of working under the public eye and managing complex narratives, may prove a valuable source of talent for family law teams adapting to these changes.

Conclusion: Preparing for the Future of Family Law

The nationwide adoption of the Transparency Pilot represents a seismic shift in the family court system, promoting greater accountability and public understanding. However, it also raises significant questions about privacy, media influence, and the evolving role of legal professionals in family law.

To thrive in this new era, law firms must embrace the changes ahead by:

• Proactively responding to new regulations.
• Investing in training and development to build resilience and expertise.
• Prioritising recruitment of candidates with strong communication and media skills.

This transformation underscores the importance of adaptability and innovation within the legal profession. By staying informed and agile, family law firms can navigate these changes while continuing to provide the highest standards of service to their clients.

At Clayton Legal, we’ve been helping legal professionals find their ideal roles for over 25 years. Whether you’re looking to grow your career in family law, property, personal injury, or other practice areas, we’re here to support you.

Call us on 01772 259 121 or email us here. Let’s shape your future in law.

The personal injury (PI) legal sector in the UK is undergoing significant changes, influenced by regulatory reforms, economic pressures, and evolving client expectations. For both employers and jobseekers in the sector, understanding these key trends is essential for staying competitive and adapting to the new landscape.

Here we explore the major issues and personal injury legal sector trends in the UK, and provide insights for law firms and legal professionals looking to navigate this evolving market successfully.

1. Impact of the Whiplash Reforms

One of the most significant changes to the personal injury landscape in recent years has been the introduction of the Whiplash Reform Programme. Implemented in May 2021 as part of the Civil Liability Act 2018, these reforms were designed to reduce the number of fraudulent and exaggerated claims, which had been driving up motor insurance premiums.

The key changes include:

• A new online portal for low-value road traffic accident claims up to £5,000.
• Fixed tariffs for whiplash injuries lasting up to two years.
• A ban on settling whiplash claims without medical evidence.

For law firms, this has meant a sharp decline in the profitability of low-value claims, with many firms needing to rethink their business models. This shift has led to a consolidation in the market, with smaller firms struggling to compete and larger firms absorbing more of the work.

Jobseekers need to be aware of the impact of these changes when exploring opportunities in personal injury. There is a growing demand for legal professionals who can diversify their expertise into higher-value or more complex cases, such as catastrophic injury or clinical negligence claims. Showing adaptability and a willingness to work across various types of PI claims can significantly enhance your employability in this sector.

2. The Rise of Technology and AI in Case Management

Technology continues to reshape the legal sector, and personal injury is no exception. Law firms are increasingly adopting Artificial Intelligence (AI) and case management software to streamline workflows, reduce costs, and improve efficiency.

For employers, this presents an opportunity to reduce the time spent on routine tasks, such as document review and claim submissions, allowing fee-earners to focus on more complex work. However, it also raises questions about the future role of junior staff and support roles, many of whom traditionally perform these tasks.

For jobseekers, digital literacy and proficiency in legal tech are becoming essential skills. Candidates who can demonstrate experience with leading case management software or familiarity with AI tools used in legal practices will stand out in a competitive job market.

Moreover, while tech is streamlining some aspects of PI work, human skills such as client communication, negotiation, and empathy remain invaluable – especially in dealing with individuals going through traumatic experiences.

3. Post-Pandemic Claims Backlog

The COVID-19 pandemic had a profound impact on the court system, leading to significant delays in hearings and a growing backlog of personal injury claims. Although courts are now operating more effectively with the integration of virtual hearings, the delays are still being felt across the sector.

For law firms, this backlog means an extended time between case intake and settlement, affecting cash flow and resources. Many firms have had to adjust by offering flexible payment terms or contingency fee arrangements to manage their finances.

Jobseekers should recognise that this backlog also creates opportunities. Firms are seeking professionals who can help manage large caseloads efficiently and work under pressure. Lawyers with strong organisational skills and the ability to push claims forward quickly will be highly valued.

4. The Cost-of-Living Crisis and Changing Client Behaviour

The rising cost of living in the UK is impacting both clients and law firms. With household budgets stretched, many potential claimants are less willing to pursue personal injury claims due to concerns about legal costs and uncertainty about the outcome. Even though most personal injury cases are handled on a no-win, no-fee basis, potential clients may be more cautious about engaging legal services.

For law firms, this shift in client behaviour requires a focus on client engagement, transparent communication about costs, and efficient case resolution. Firms that can reassure clients about the financial aspects of pursuing a claim, while managing expectations, will likely retain more business during this difficult time.

For jobseekers, the ability to communicate effectively with clients and address their financial concerns will be a valuable asset. Law firms will increasingly look for professionals who can handle client objections and build trust through empathetic and clear communication.

5. Shifts in the Clinical Negligence Sector

Alongside whiplash claims, clinical negligence is a significant area within personal injury law. However, this sector is facing its own challenges. The NHS is currently grappling with a substantial rise in claims, placing enormous pressure on resources and leading to calls for reform in how clinical negligence claims are handled. The government has also suggested that it might introduce caps on legal fees for lower-value clinical negligence cases, similar to reforms in the general PI sector.

For employers, this uncertainty requires careful planning and perhaps a greater focus on building expertise in higher-value clinical negligence claims. Law firms may also need to rethink their fee structures if caps are introduced, which could reduce revenue from smaller claims.

For jobseekers, developing experience in clinical negligence can be a lucrative career path, but it’s vital to stay updated on regulatory changes. Candidates who can demonstrate expertise in this niche area – particularly in high-value claims involving complex medical evidence – will be in high demand.

6. Regulatory Changes and Fixed Costs in Personal Injury Cases

In addition to the whiplash reforms, as of October 1, 2023, fixed recoverable costs (FRCs) in the UK were extended to cover a broader range of personal injury and other civil claims, specifically those valued between £25,000 and £100,000. Previously, FRCs mainly applied to lower-value cases in the fast track, capped at £25,000.

The recent expansion creates an “intermediate track” for more straightforward cases under £100,000, aiming to provide greater cost predictability in these cases by setting a cap on the legal expenses that can be recovered from the losing party​. This reform aligns with the government’s broader efforts to improve access to justice while controlling legal costs across civil litigation, ensuring that the costs of bringing or defending a case remain proportionate to its value.

For law firms, the expansion of fixed recoverable costs (FRCs) will likely continue to pressure law firms, especially those focused on smaller claims, as capped recoverable costs reduce the profitability of cases valued up to £100,000. Smaller firms might find it increasingly difficult to remain competitive, potentially accelerating industry consolidation. Firms may start prioritizing higher-value or more complex cases that can absorb the limited cost recovery under FRC, leading to a strategic shift away from lower-value claims. This change will require many firms to evaluate their case portfolios and potentially adjust fee structures to maintain financial stability in this new cost landscape.

For jobseekers, these reforms create a mixed landscape of both challenges and new opportunities. With fewer roles centered around low-value claims, jobseekers may need to pivot their skills to remain relevant. As firms increasingly focus on higher-value cases, candidates with experience in handling complex litigation—particularly those with strong case management skills—will stand out. Flexibility and a readiness to engage with diverse, high-value personal injury claims will be advantageous for candidates aiming to secure a foothold in a more competitive market shaped by these reforms.

7. Increased Focus on Mental Health and Wellbeing

The personal injury sector is inherently stressful, particularly given the nature of the work and the emotional toll it can take on both legal professionals and clients. In recent years, there has been a growing focus on mental health and wellbeing within law firms, with many employers recognising the importance of supporting their staff.

For employers, offering mental health support, flexible working arrangements, and a positive work-life balance is no longer a “nice-to-have” but a necessity. Firms that can demonstrate a commitment to employee wellbeing will not only attract talent but also retain it, particularly in a sector where burnout can be prevalent.

For jobseekers, it’s important to consider how potential employers prioritise wellbeing. During the interview process, don’t hesitate to ask about the firm’s approach to work-life balance, mental health resources, and how they support employees in managing the pressures of personal injury work.

Navigating this changing landscape

The UK personal injury sector is at a turning point, with regulatory changes, economic pressures, and evolving client expectations reshaping the market. For employers, adapting to these changes by embracing technology, refining business models, and supporting staff wellbeing will be crucial to long-term success. For jobseekers, staying informed about these trends and developing a broad skill set will help you stand out in an increasingly competitive market.

Whether you are an employer or a legal professional looking to grow in the personal injury sector, Clayton Legal can help you find the right talent or the right opportunity. Contact us today to learn more about how we can assist in navigating these industry changes.

About Clayton Legal

Clayton Legal has been partnering with law firms across the country since 1999 and during that time has built up an enviable reputation for trust and reliability. We have made over 5,000 placements from partners to legal executives, solicitors to paralegals, and legal IT personnel to practice managers.

If you are looking for your next career move, we can help.

2023 was a busy year for civil justice reforms and it’s more than likely that we’ll continue to see changes this year too as the Ministry of Justice (MoJ) and Civil Justice Council (CJC) continue to update and review key legislation and guidelines.

Taken together, the upcoming and proposed civil justice reforms are designed to make it easier and simpler to resolve civil and commercial litigation and help clear some of the ongoing backlog of small claims and injury cases in the court system.

That’s not to say that the reforms have been uncontroversial.

Let’s explore the timeline of civil justice reforms and potential changes you need to be aware of in 2024:

Guideline Hourly Rates Rise

From January 1^st the Guideline Hourly Rates (GHR) for fee earners have increased in line with inflation according to the Services Producer Price Index. The new hourly rates have risen by around 6.5% and will rise annually in line with the SPI. You can find the new rates here.

Review of the Personal Injury Discount Rate (PIDR)

Following a second call for evidence which ended on 9^th April, another formal review of the PIDR is expected to take place in July 2024 with any changes being announced before the end of January 2025. Potential changes could result in disruption and increased costs.

Fixed Recoverable Costs (FRC) Uprated for Inflation

Previously only used for low-value cases, FRC now apply to most civil litigation claims in England and Wales valued up to £100,000. What’s more, the government has finally confirmed that FRC for low-value clinical negligence claims (valued between £1,001 to £25,000) will come into force in October 2024, six months later than planned. However the changes are not without opposition with The Society of Clinical Injury Lawyers arguing that the FRC proposals are ‘fundamentally flawed’, as they misunderstand the nature of compensation and do not prioritise learning and patient safety.

Further Changes to Pre-Action Protocols

Discussion continues around the issue of digitising pre-action processes. The first part of the Civil Justice Council’s review of pre-action protocols was published in August 2023. The report focused on the benefits of digitisation and recommended several proposals to the MOJ. While there is no timeframe for the publication of the second part of the review it is anticipated that it will focus on reform and creation of specific protocols.

Mediation and Alternative Resolution to become Compulsory

The government has been focused on integrating mediation and other forms of ‘negotiation dispute resolution’ (NDR) into a wide range of legal practice areas for some time. We’ve seen mediation processes begin to be implemented in family law and in small claims cases up to the value of £10,000 over the past year and we can expect to see the same in wider civil and commercial litigation.

Potential Pilots on Cost-Budgeting

Finally, the CJC has recommended that a pilot be undertaken to test different approached to cost budgeting in the next year or so.

How Civil Justice Reforms Could Affect Recruitment

So, what do these current and future civil justice reforms mean for law firms and how will they affect your ongoing recruitment and talent acquisition planning?

In the short term the ongoing backlog of civil court cases in England & Wales combined with the changes to FRC’s and the rise in hourly rates could put off clients with smaller claims. This could mean less work for smaller firms, putting the brakes on hiring. However, one potential upside is an increase in legal talent on the market.

The rise in GHR could also improve early career recruitment, making it easier to snap up young legal talent, if you can create an employer brand that appeals.

In the medium to longer term, the skillsets sought by law firms are expected to evolve. The push towards digitisation, an increase in tech-based roles, and a greater emphasis on mediation will necessitate attracting and retaining candidates with digital literacy, mediation, and Negotiation Dispute Resolution (NDR) experience alongside their legal expertise.

Clayton Legal has over 20 years’ experience helping clients attract and retain legal talent across practice areas that include Property, Personal Injury, Family, Criminal, and Costs law as well as Legal IT and Civil and Commercial Litigation.

If you are building your legal team, we can help. Call us on 01772 259 121 or email us here.

It’s been nearly 6 months since the Transparency Pilot, a scheme which allows for greater access to the family court system by the media, was rolled out to 19 of the 43 family court centres in England and Wales. The scheme is designed to encourage greater visibility of the family court system by allowing journalists, legal bloggers and advocated access to proceedings and giving permission for outlets to publish what happens there. While the changes to family court reporting have not been uncontroversial, the scheme itself has been a success.

Alongside the increased use of alternative dispute resolution in UK law, the changes to family court reporting rules mean we could be seeing the largest shift in legal norms in generations. The resulting increase in visibility and scrutiny will have an enormous impact on family law firms and their goals when it comes to talent acquisition.

The biggest hurdle to the success of the scheme has been centred around the question of how to balance expectations of privacy, particularly for children, with a growing need to build a culture of transparency in some of our biggest public institutions. Some senior judges have been less than supportive of the scheme, citing concerns over a lack of public interest and a fear of lurid tabloid journalism.

However the clear guidance on family court reporting provided by the President of the Family Division, Sir Andrew McFarlane aims to reassure judges, lawyers and journalists that media access will work towards the overriding objective of the scheme; transparency. In each of the 16 participating courts judges can issue Transparency Orders with set conditions around what can and cannot be reported and all proceedings remain subject to strict anonymity rules.

What This Means For Family Law Recruitment

The extension of the family court reporting pilot has several potential ramifications for law firms looking to attract and retain legal talent. Firms specialising in family law or those looking to hire family lawyers should be aware of the need for:

1. Adapting to new regulations

Law firms need to anticipate and adapt to the potential shifts in reporting regulations and media access to family court. These shifts don’t just signal changes in regulation but changes in society as well. Greater awareness of domestic violence, coercive control, and financial control have led to a desire amongst the public for wider visibility into family court proceedings.

To ensure compliance and protect their clients’ interests, firms should regularly review and update their internal policies and procedures regarding media interaction and public disclosure of case information and ensure that new hires as well as established partners are aware of and adhere to these policies. Recruitment and talent attraction teams should look for candidates with a demonstrated ability to navigate complex regulatory landscapes and quickly adapt to evolving legal frameworks.

2. Ongoing training and development programs for legal professionals

If the family court reporting pilot scheme is rolled out to the rest of the country it will be crucial for legal teams to stay updated on the latest media-related legal practices to best support and represent their clients effectively.

Ongoing training ensures that teams understand the nuances of reporting restrictions, confidentiality laws, and ethical considerations when dealing with media inquiries in family law cases. And that they have the knowledge and skills necessary to handle legal issues and conflicts brought about by media engagement.

3. Legal professionals with strong communication and public relations skills

Alongside legal expertise, family lawyers with exceptional soft skills are going to be in high demand. The ability to communicate effectively with the media, clients, and other stakeholders and a background in public relations will help in navigating sensitive family law cases and managing external perceptions and the wider reputation of the firm.

Those looking to attract and retain top family law talent must prioritise candidates who are proficient in creating communication strategies, crisis management, and maintaining client confidentiality amidst media scrutiny. Former criminal barristers could be a potential source of legal talent with the media skills necessary.

In Conclusion

The Transparency Pilot represents a significant shift in the family court system, promoting greater openness and accountability. By allowing media access and the publication of court proceedings, the initiative seeks to build a culture of transparency within one of our most critical public institutions. Despite concerns over privacy and the potential for sensationalism, clear guidelines and strict anonymity rules aim to balance these issues effectively.

For family law firms, the pilot scheme introduces new challenges and opportunities in talent acquisition and retention, and it’s clear that firms must adapt to evolving regulations, ensure continuous professional development, and seek legal professionals with strong communication skills. These changes signal a broader transformation in legal norms, underscoring the importance of transparency and public awareness in family law.

As the pilot progresses, it will be essential for law firms to stay agile, informed, and proactive in navigating this new landscape to best serve their clients and uphold the integrity of the family justice system – and of course, to ensure their own team keep up with the changes ahead.

Clayton Legal has over 20 years’ experience helping clients attract and retain legal talent across practice areas that include Property, Personal Injury, Family, Criminal, and Costs law as well as Legal IT and Civil and Commercial Litigation.

If you are building your legal team, we can help. Call us on 01772 259 121 or email us here.