Criminal law firms have always operated in demanding conditions. Heavy caseloads, emotional intensity and long-running matters are part of the fabric of the work. What has become more apparent in recent years, however, is how exposed some practices are to gaps in experience and over-reliance on a small number of individuals.

While recruitment challenges in criminal law are well documented, a quieter issue is emerging alongside them. For many firms, the question is no longer how to grow, but how to sustain teams, protect continuity and plan for the future when experienced practitioners are increasingly difficult to replace.

From a recruitment perspective, this has shifted the focus away from volume hiring and towards succession planning, resilience and risk management.

Looking Back: How Recent Years Have Changed Team Dynamics

Over the past few years, criminal law teams have had to adapt to sustained pressure across multiple fronts. Case timelines have lengthened, workloads have remained intense and progression pathways have not always kept pace with the demands placed on practitioners.

For firms, this has had a knock-on effect on team structure. Experience has become more valuable, not just in terms of technical ability, but in supervision, judgement and client handling. At the same time, replacing that experience has become harder.

What we hear consistently from firms is that losing a senior or well-established criminal solicitor is no longer just a recruitment issue. It can have immediate operational consequences. 

The Mid-Level Experience Gap

One of the most common themes in recruitment conversations is the difficulty in sourcing mid-level criminal solicitors.

The 3–7 PQE range is particularly challenging. These are practitioners who are confident running files, capable of supervising junior colleagues and beginning to take on more responsibility within the team. Yet many firms report that this layer is thinner than it once was.

This creates pressure at both ends of the team. Junior solicitors have fewer people to learn from, while senior practitioners carry more responsibility for oversight, advocacy and decision-making. In practice, this can slow progression, increase workload and heighten stress across the department.

Crucially, this is not something that can be resolved quickly. Experience in criminal law is built over time, and there are limits to how fast individuals can step up without appropriate support.

Key Person Dependency in Criminal Law Firms

Alongside experience gaps sits another issue that many firms recognise but rarely articulate openly: key person risk.

In many criminal practices, a small number of senior solicitors or partners hold significant responsibility. They may cover duty rotas, supervise teams, maintain client relationships or carry reputational weight within the local market. When one of those individuals reduces hours, plans retirement or leaves unexpectedly, the impact can be immediate.

This reliance is rarely intentional, but it develops naturally over time, particularly in smaller teams or specialist practices. The risk arises when there is no clear succession plan or insufficient depth beneath those individuals to absorb the change.

From a recruitment standpoint, this is where hiring becomes about continuity rather than expansion.

Succession Planning Versus Hiring for Growth

Not all recruitment is driven by growth. In criminal law, many hiring decisions are made to protect what already exists.

Firms are increasingly thinking about questions such as: who can step into a supervisory role if needed, how knowledge is shared within the team, and whether there is a realistic pathway for less experienced solicitors to progress into more senior positions.

Succession planning in this context does not always mean replacing someone immediately. It can involve strengthening teams gradually, bringing in individuals with the right foundations, or investing in development to reduce reliance on a single practitioner.

Recruitment becomes one part of a wider strategy, rather than a reactive response to a resignation.

What Firms Are Doing Differently

While there is no single approach, some patterns are emerging.

Firms are being more selective about the experience they bring in, even when hiring cautiously. There is greater emphasis on attitude, resilience and long-term fit, alongside technical competence. Some are looking slightly earlier in a candidate’s career and placing more focus on development, recognising that waiting for the “perfect” hire is not always realistic.

Others are having more open conversations internally about succession, supervision and workload distribution, rather than assuming existing structures will continue indefinitely.

These are not dramatic shifts, but they reflect a more strategic mindset around people planning.

Looking Ahead

Succession planning in criminal law is no longer a theoretical exercise. Experience gaps and key person dependency are real considerations for firms trying to maintain stability in a demanding environment.

For criminal law practices, the challenge is not simply attracting talent, but ensuring that teams are structured in a way that supports continuity, progression and resilience over time.

From a recruitment perspective, the most effective conversations are those that look beyond immediate vacancies and consider how teams need to function in the years ahead. Firms that recognise these risks early are better placed to manage them, rather than being forced into reactive decisions later.

About Clayton Legal

Clayton Legal is a specialist legal recruitment consultancy with long-standing experience supporting criminal law firms across England and Wales.

We work closely with criminal defence practices to advise on recruitment, retention and succession planning, helping firms think strategically about team structure rather than simply filling vacancies. Our approach is built on long-term relationships and a clear understanding of the operational realities facing criminal law teams.

If you would like to discuss how experience gaps or succession planning may affect your practice, or if you are considering your next hire within criminal law, please get in touch with our specialist team for a confidential conversation.

As 2026 begins, the UK property market is not entering a new cycle so much as continuing to recalibrate.

The past year was defined by restraint. Transaction volumes remained muted, price growth was modest, and confidence took time to recover following policy announcements and wider economic pressures. While 2025 did not deliver dramatic shifts, it left behind a series of aftershocks that will shape both residential and commercial property activity this year.

For law firms operating across conveyancing and commercial property, the implications go beyond market commentary. These conditions influence workflow consistency, client expectations and, critically, hiring decisions as firms plan for the year ahead.

Looking Back: How the Residential Property Market Performed in 2025

Residential property activity throughout 2025 was characterised by caution rather than contraction.

House price growth slowed significantly, with several major indices reporting flat or very modest annual increases by year end. Asking prices softened in the latter part of the year, and buyer confidence remained fragile as affordability pressures and mortgage costs continued to influence decision making.

Transaction volumes reflected this mood and Rightmove also reported that, while the market avoided a sharp downturn, overall activity remained below longer-term averages. Many buyers and sellers delayed moves, leading to elongated pipelines and a stop start flow of instructions for conveyancing teams.

For law firms, this translated into uneven workloads, with some months proving busier than expected and others quieter than planned. The firms that fared best were those able to flex capacity without compromising service delivery.

Regional Patterns: A Market Moving at Different Speeds

One of the clearest lessons from 2025 was the growing importance of regional variation.

London and parts of the South East continued to experience pressure, with affordability constraints and subdued demand limiting transaction volumes. In contrast, several regional markets demonstrated greater resilience, supported by first-time buyer activity, local employment growth and comparatively accessible price points.

Northern regions, the Midlands and parts of the North West saw more consistent levels of activity, even where price growth remained modest. For conveyancing firms operating nationally or across multiple offices, this divergence reinforced the need for regionally informed resourcing strategies.

As 2026 unfolds, this regional imbalance is expected to persist. Firms aligned to more active local markets may look to cautiously expand capacity, while those in slower regions may focus on retention, productivity and redeployment rather than outright growth.

Policy Aftereffects and Client Behaviour

Although major fiscal announcements were delivered towards the end of 2025, their influence will likely extend well into this year.

In the months surrounding these announcements, uncertainty shaped behaviour. Buyers hesitated, landlords reassessed portfolios and higher-value transactions slowed as clients waited for clarity on longer-term implications.

Importantly, many policy changes were not immediate, creating a holding pattern across parts of the market. As a result, conveyancing demand in the latter months of 2025 was driven as much by confidence and timing as by underlying need.

This mindset has not disappeared as 2026 begins from early conversations with clients in the sector either. Firms should expect clients to remain cautious, price sensitive and more demanding around communication and transparency.

Commercial Property: A More Nuanced Picture

While residential conveyancing often dominates headlines, commercial property followed a different trajectory in 2025.

Across offices, retail and industrial assets, performance was largely uneven. Transaction volumes improved in some quarters but remained below historical norms overall. Investment sentiment was broadly neutral, reflecting wider economic uncertainty and slower business expansion.

That said, certain segments showed resilience. Retail property, particularly in dominant locations, attracted renewed investor interest late in the year. Industrial and logistics assets also continued to perform comparatively well, supported by long-term structural demand.

Office markets remained more mixed, with occupier demand varying significantly by location and asset quality.

For law firms handling commercial property work, this translated into a more selective flow of instructions. Deals were often more complex, value driven and slower to progress, placing additional pressure on teams to manage risk, expectations and timelines.

What This Means for Property Law Firms in 2026

As both residential and commercial markets carry forward the lessons of 2025, several themes emerge for firms planning the year ahead.

Workloads are likely to remain variable rather than consistently high. Client expectations around service, communication and turnaround times will remain elevated. Margins will continue to face pressure, particularly where fee sensitivity is high.

In this environment, operational efficiency and people capability become differentiators rather than nice-to-haves – something we’re seeing across most practice areas if truth be told.

Hiring Implications for Conveyancing and Commercial Property Teams

Property-related hiring in 2026 is expected to be measured and deliberate.

Based on our experience of similar market conditions over our 27-year tenure, we forsee that many firms will prioritise experienced conveyancers and commercial property lawyers who can manage files confidently, handle complexity and maintain momentum even when transactions slow. The ability to keep matters progressing despite external delays is increasingly valuable.

At the same time, non-qualified roles remain central to sustainable delivery. Paralegals, case handlers and support professionals continue to underpin volume work, particularly where firms adopt structured team models that balance cost control with service quality.

Retention will also be a key focus. In a market where replacing experienced staff is costly and disruptive, investing in existing teams through development, flexibility and realistic workloads can deliver significant long-term benefit.

For firms operating across multiple regions or practice areas, hiring strategies may need to be more localised than in previous years, reflecting where demand is strongest rather than applying a uniform national approach.

Planning Ahead with Confidence

The overarching message from 2025 is not one of pessimism, but of discipline.

Growth opportunities will remain in 2026, but they are likely more selective. Firms that plan hiring in line with realistic market conditions, regional demand and evolving client expectations will be best positioned to navigate the year successfully.

Recruitment decisions made now will shape service delivery, team stability and profitability throughout the year ahead.

About Clayton Legal

Clayton Legal is a specialist legal recruitment consultancy with over 27 years’ experience supporting law firms and legal professionals across England and Wales. We work with firms of all sizes, from high street practices to national and international firms, providing permanent, interim and strategic hiring solutions across a wide range of practice areas.

Our consultants have deep market knowledge within property law, including residential conveyancing and commercial property, and work closely with firms to understand regional demand, workload patterns and longer-term workforce needs. Alongside immediate recruitment support, we provide market insight, salary benchmarking and guidance to help firms plan confidently in changing market conditions.

Whether you are reviewing resourcing levels, planning for growth, or focusing on retention and team stability, Clayton Legal works as a trusted recruitment partner to help you attract and retain the right legal talent. Get in touch today to discuss your hiring plans (or indeed, your own next move within the sector).

The UK property conveyancing sector enters 2025 with renewed market activity and an evolving landscape. Property prices have risen by 1.7% in January, marking the largest increase at the start of the year since 2020, according to Rightmove. Additionally, an 11% growth in both new property listings and sales agreed compared to the previous year reflects growing buyer confidence.

While these figures signal optimism, they bring heightened demands for conveyancing professionals, who must manage increasing transaction volumes and navigate shifting client expectations. Simultaneously, the sector faces broader challenges including economic volatility, regulatory changes, and rapid technological advancements. These trends add complexity to the work of conveyancers while shaping the profession’s future Conveyancing jobs and opportunities.

Challenges and opportunities for conveyancers in 2025 

Economic Volatility: The conveyancing market has experienced significant fluctuations, with transaction volumes declining sharply in recent years. For example, 2023 saw a notable drop compared to 2022, which was already below the peak levels of 2021 (source: Legal Futures). While 2025 begins with renewed market activity, lingering volatility may create concerns about job stability in the sector.

Regulatory Pressures: Heightened regulatory scrutiny, particularly regarding anti-money laundering (AML) measures, adds to the compliance burden for conveyancers. New regulations like the Building Safety Act and updates to the Conveyancing Quality Scheme (CQS) Protocol require professionals to stay continually updated (source: The Access Group). The complexity of these requirements can discourage new entrants and put additional pressure on existing practitioners.

Technological Advancements: The rapid adoption of digital tools in conveyancing, such as online case management systems and electronic document signing, demands swift adaptation (source: LPM Magazine). While these advancements improve efficiency, they also require ongoing training and present barriers for less tech-savvy professionals.

Evolving Client Expectations: Clients increasingly desire quicker processes and more digital interactions, such as mobile apps and online case access. Meeting these demands requires conveyancers to possess strong interpersonal skills alongside legal expertise, broadening the scope of talent needed in the sector (source: LPM Magazine).

Adapting to a Changing Landscape

Conveyancers can take proactive steps to navigate these challenges while strengthening their role within the profession:

Flexible Working Options: The Flexible Working Act (April 2024) has made remote and adaptable working conditions a key expectation. Embracing flexibility can improve work-life balance and enhance productivity (source: Law Society). Whilst there has been a general movement to get individuals back into the office from the fully remote roles we saw a few years ago, there are many firms who are still open to roles that do still offer flexibility.

Continuous Training and Development Continuous learning opportunities are essential to staying ahead of regulatory updates and tech innovations. Firms offering training programs can better support their teams and ensure quality service delivery.

Improved Communication Protocols: Enhancing communication channels can address common client complaints while reducing stress on conveyancers. Establishing clear guidelines for response times and preferred communication methods ensures smoother client interactions and a more efficient workflow.

Fostering Positive Workplace Culture: A supportive and inclusive work environment boosts morale and helps manage the pressures of a demanding profession. Open dialogue, regular team meetings, and shared success stories can strengthen teams.

Smart Technology Integration: Adopting comprehensive software solutions that integrate legal accounts, CRM, HR, and case management systems can streamline processes and enhance operational efficiency. This not only reduces manual workloads but also appeals to professionals who value tech-driven workplaces (source: Law Society).

Outlook for 2025

The conveyancing profession is at a pivotal turning point. As market conditions evolve, legal professionals must balance increased workloads, technological shifts, and evolving regulatory demands. To thrive amidst these challenges, embracing flexibility, prioritising ongoing skill development, and adopting efficient tools will be crucial.

However, if you find that you are no longer happy in your current role or feel the pressures of these changes weighing heavily on your career, now might be the perfect time to consider new opportunities within the sector. The evolving conveyancing landscape offers fresh possibilities for those seeking a better work-life balance, more professional growth, or a new challenge.

At Clayton Legal, we are committed to supporting the legal community through these transitions. By understanding the challenges conveyancers face, we connect professionals with opportunities that align with their skills, aspirations, and values. Whether you’re seeking a change or looking to take the next step in your career, we can help you find a role that fosters growth and satisfaction. Let’s build a resilient and dynamic sector together, ready for 2025 and beyond.

If you’re ready for a change or need guidance navigating the evolving landscape, don’t hesitate to get in touch with us.

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.

The news for the commercial real estate market over the past few years has been bleak. The remote working boom and rising interest rates combined to make commercial office and retail space a stagnating market. However, unlike the rest of the world, the UK commercial real estate market is recovering at record pace. In our UK real estate market overview, we’ll explore some of the reasons behind the recovery and what it will mean for businesses looking to attract and retain in-house commercial property solicitors and conveyancers.

Until recently, UK real estate market overviews predicted less than positive outlooks for commercial property. Like the markets in the US and Europe, the UK commercial market was expected to continue to stagnate, or even fall. Office vacancy rates in the US are at record levels, and MSCI World Real Estate Index fell by 18% in 2023.

While the cost of borrowing remains high, interest rates have stabilised. And because London’s property values fell less than those in Paris, Dublin and many US cities, UK real estate investors are most positive about their outlook going forward and are committed long term to their portfolios. Which means that by 2028 commercial property lending in the UK is expected to rise by 35% to £118 billion.

All told the UK real estate market overview is a positive one, and commercial real estate is at the vanguard of future growth. One survey of investors found that 18% were looking to pursue retail opportunities this year, 17% were most excited about office space, and 15% were exploring industrial and manufacturing sites.

How the Market Will Affect Commercial Property Solicitor Recruitment

While this is good news for the sector overall, exactly what will this mean for recruitment in commercial real estate law and conveyancing? A positive UK real estate market overview will lead to a larger number of property purchases and development opportunities requiring legal support, increasing competition for legal and conveyancing talent.

However, a backlog of property transactions and sluggish conveyancing times are slowing down the market. Solving this problem could mean increased digitalisation of property transactions. Legal firms should prepare by increasing their teams’ digital skills.

Get ahead of the rush by rethinking your talent attraction and retention strategies:

Target Your Recruitment

Using targeted recruitment strategies such as online platforms, industry networks and specialist recruitment agencies, identify, connect with, and attract experienced lawyers and talented law graduates with a demonstrated interest in commercial real estate law.

Improve Your Brand Reputation and Recognition

Showcase your reputation for excellence in commercial real estate law through marketing materials, online presence, and client testimonials. Social media is also a great way to connect with young legal talent. You might also consider participating in industry awards and recognition programs to improve visibility and credibility within the legal community.

Develop a Supportive Workplace Culture

Take steps to highlight a culture of support, inclusivity, and work-life balance to attract and retain staff. Offer flexible work arrangements such as remote work options, flexible hours, and compressed workweeks to accommodate different needs and make your roles as widely appealing as possible. Encourage open communication, feedback, and dialogue between employees and management to promote employee engagement.

Offer Opportunities for Professional Growth

Retaining top level talent is just as important as attracting new staff. Invest in employee development to show you support their career growth and improve the skills and expertise you have access to. Provide clear paths to promotion, and mentorship and coaching opportunities for senior staff to share their expertise.

Clayton Legal has over 25 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.

The paths of residential and commercial property transactions in the UK are at a moment of divergence. While residential transactions are declining, commercial property transactions seem stable, even on the rise. Yet property lawyers are reporting shrinking caseloads, with some firms handling 25% fewer cases in 2023. Improving the conveyancing process, particularly through the implementation of digital conveyancing could create a better, faster conveyancing market that encourages buyers and sellers to take the plunge.

The Current State of Real Estate in the UK

Figures from HMRC show that December 2023 saw the fourth consecutive month-on-month drop in the number of residential transactions, marking a 20% decline from December the previous year. Yet at the same time, commercial property transactions are increasing, albeit slowly.

Many commentators are predicting a smoother, less fractious property market in 2024 that won’t be marked by the mini boom and bust cycles we’ve seen since 2020. However, what’s stopping the market from taking off is the continued sluggishness of property transactions. The average time for conveyancing on a residential property is around 22 weeks and for commercial property can be slower  – a long way from the ideal transaction time of 8-12 weeks.

These long conveyancing times are a major contributor to the national fall through rate on property purchases of 34%.

Is Digital Conveyancing the Solution?

Property transactions, far more than property prices, are a great indicator of the health of the market. Making property transactions faster and easier has the potential to encourage both sellers and buyers and creating a more stable property market in the long-term. So, how can we achieve better and faster conveyancing and a system that works for both buyers and sellers?

One oft cited solution is digital conveyancing. Digital conveyancing involves implementing electronic transactions for the transfer of legal documents and funds and making land search details such as tenure, title, and lease length accessible instantly. Digitalisation would:

• Make the current conveyancing system more streamlined and transparent
• Go a long way to achieving faster conveyancing times
• Reduce the likelihood of error and the need for extensive checks and land searches
• Make the system more accessible and make long-distance transactions easier

Countries such as Norway have achieved great success with digital conveyancing systems, in some cases reducing transaction times to a matter of days. However, making such a system possible in England could prove more difficult. Bringing conveyancing solicitors, the land registry and real estate agents into alignment would require robust data security measures, compliance regulation and technology implementation. It is also likely to be costly.

It seems unlikely that the government will agree to the high-level conveyancing rule changes that would make wholesale digitalisation of the system possible. Meaning that without industry-wide desire for reform the technology is likely to be implemented patchily, with some sectors such as commercial real estate more reluctant to embrace change.

Another possible solution is providing buyers with more upfront information regarding property, in the form of a return to home information packs (HIPs), Scotland’s home reports or even Buying and Selling Property Information (BASPI) questionnaires. Transaction times when HIPs were introduced were around 12 weeks and Scotland has seen a 60% reduction in fall throughs since adopting home reports. And, consumers are happy to pay for this information, with 65% willing to pay £300 for information that would speed up their transaction times.

What Should You Be Doing to Prepare for Digital Conveyancing?

As we’ve heard recently, a stable market means many conveyancing firms are looking to drive recruitment. But how can you make sure your latest recruitment drive considers the future of conveyancing?

1. Attracting the right talent:
   Your hiring strategy should be focused on building and maintaining a talent pipeline that sustains your business long term. Focus on developing a strong, online employer brand that appeals to candidates, improving the candidate experience to make applying for roles smooth and seamless, and creating job descriptions that reflect the attributes and skills you need.
2. Hiring for digital skills:
   Speaking of skills, when evaluating candidates be sure to consider their digital skills and abilities alongside their other competencies. Digital literacy will be increasingly important for the legal profession with or without the digitalisation of conveyancing. Skills-based hiring can also be used to pinpoint other key competencies like communication which are key in creating better and faster conveyancing.
3. Retaining critical knowledge:
   Embracing the future of conveyancing will be impossible if business critical knowledge is lost. Improving employee retention not only keeps that knowledge in-house but allows you to pass that on to new employees though mentorship and professional development schemes.

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.

Yes, you did read the title right. Bear with me while I explain.

Like many of your peers, you invested several years of your life studying, securing a training contract and then specialising in property law.

Then, just as it seemed you could start building your PQE experience, we entered one of the worst economic recessions the country had seen in decades.

For you and, many other colleagues sadly, this meant redundancy.

What followed will have been different for each person. For many, it will have resulted in an element of ‘soul searching’ and asking questions such as:

• What prompted me to choose a legal career in the first place?
• Do I want to stay in the profession?
• What are my options now?

…… and no doubt more questions than I can list here.

For others, it will have been a question of; So where are the opportunities now?

At the time, many conveyancing specialists retrained in areas that were growing at the time, such as commercial debt recovery, and consumer litigation.

Whatever choice you made as you continued to further your legal career, lets fast forward to today.

Perhaps you are now finding yourself thinking that your career isn’t quite where you expected it to be and the ‘Partnership’ you want hasn’t materialised.

Unfortunately, there are few signs you’ll ever secure the Partnership you want either, as you find yourself competing with colleagues who started their career in your current area of expertise and are four to eight years PQE; looking for that first Partner role too.

So what now? The logical choice may seem to be to move to a new firm within your current specialism where you can take the next step up the career ladder….

…….. Or is it?

Fact: There is a desperate shortage of Property lawyers. Clayton Legal’s own Regional Analysis Of Private Practice Latest Report shows an increase in Real Estate roles over the last few years. The data reveals that there are almost double the number of roles compared to the second most buoyant practice area, which is litigation and dispute resolution.

Fact: The lack of property law talent is a direct consequence of law firms failing to invest in training following the recession.

Fact: We have seen a boom in property development over recent years even though major land developers such as British Land and Land Securities Group await the outcome of Brexit.

Here’s a question for you?

Could your original first choice area of legal practice be where your future now lies?

What Are The Opportunities?

Property law is a buoyant area of practice, especially during periods of economic growth. While the economy makes its cyclic journey of rising and falling, the value of land, as an asset, has historically been high. Land and property are always being bought, leased, sold and developed.

With opportunities in both Residential and Commercial Property, you could choose to specialise in one or both. As you are fully aware, Commercial Property work involves private and public sector projects which consequently creates scope to provide legal services to a range of individuals from investors, and developers to government and public sector organisations.

How Easy Would It Be To Return To A Property Law Career And How do I go About It?

Let’s answer a few questions that might now be going on in your mind.

Yes, it would mean some update training. Central Law Training provides a range of programmes depending on which specific area of property law you decide to make a return to.

A common question the team at Clayton Legal are asked is, “But I only have three years PQE in property would it be a backward step in my Partner ambitions as I am now eight years PQE.”

It’s a valid question, and the reality is that no, it doesn’t have to. You have already acknowledged that your Partner ambitions are being hindered in your current area of practice, which potentially means so are some of your personal goals and aspirations.

This begs the question: Is it time to step forward and focus on the positives of a return to property law?

Here are some initial steps to take as you consider this potential change.

Step 1: Use Your Expertise

Identify your key strengths and transferable skills which you can convincingly demonstrate to a future employer. You have been operating in your current area of law successfully and will have acquired a wealth of skills that can sometimes be taken for granted. These are often skill areas that a new property law employer would value.

Step 2: Make A Decision

Decide which area of property law you wish to return to and specialise in. Now it’s time to start your research and have conversations with colleagues, friends and acquaintances currently working in a property practice. Attend some professional events and begin updating yourself.

The more informed you are, the more it will help you make a decision.

Step 3: Your Re training Needs?

Identify what training courses you would be required to attend to return to property law moreover, what’s available in the market?

Step 4: Tap Into Your Network

What contacts do you still have in the property sector? How can they help?

Whom do they know who may be recruiting, are they willing to make an introduction to have an exploratory conversation?

Revisit your LinkedIn connections and start re-establishing and nurturing relationships that have lapsed.

As I mentioned above, take the time to do your research so that if and when you decide to go ahead and make a return to your first choice in law that you have set yourself up for success.

Step 5: Talk With A Specialist Recruitment Company

Of course, you can search and apply direct for your new role; however, why not tap into the market knowledge and expertise of a specialist recruiter. They are there to answer questions and guide you
as you take a new direction in your career.

A specialist legal recruitment company such as Clayton Legal will have in-depth market insight into Regional opportunities and which roles and firms would be a fit and match for you.

Returning to a specialism isn’t as common as retraining for a new specialism, and it doesn’t mean that it can’t and doesn’t happen. We have clients who are asking weekly, “Do you know any property lawyers who would consider returning to the practice area?”

If you feel your career has stalled and are wondering what’s next, could a return to property law be a solution?

Call one of the Clayton Legal team on 01772 259 121 and let’s to have a conversation to explore what’s possible in more detail. With our help, your transition to a revitalised career can be smoother and quicker.

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

If you would like to know more about recruiting trends in the legal sector this year download our latest guide here.