When it comes to selling your value to recruiters and hirers alike, there is always some due diligence and preparation needed in order to ensure your digital profile is up to date and really sells the value you will offer to a new employer. 

Getting your CV up to date and reviewed is the most obvious first step as this humble document is still the main catalyst to displaying and demonstrating your skills and experience. 

However your LinkedIn profile is often seen as the digital version of your CV and more often than not, will be viewed in parallel with any documents you send directly in the application for a new role. Ignoring this as a marketing channel to ‘sell’ you and your suitability is a mistake some jobseekers make – but the truth is, it should be given the same care and attention as your physical CV, if not more. 

As the world’s biggest professional platform with over a billion users currently registered, LinkedIn is the place to broadcast your value as a legal professional and if utilised properly, can convey this in the most interactive and engaging of ways  ways that a CV alone can never achieve. The benefits it can provide and the edge it gives candidates willing to invest in maximising its potential are numerous and at times, it can be the only thing one actually needs to get a foot through the door of prospective hirers, particularly if you aren’t actively looking for a new opportunity, but would be open to speculative conversations about what’s out there. 

Here we look at why a polished LinkedIn profile is indispensable to your job search in the modern age and the quick, easy wins you can amass using a well-crafted profile to help earn – and cement – a place in a hirer’s shortlist. 

Headlines And Pronouns   

When talking about selling yourself, fewer things make more of a difference in your efforts than a strong first impression. As the first piece of text a recruiter or potential hiring manager will see and the second thing that will tell them about who you are, your headline is what will give the first impression of your skills, credentials and suitability for a role, and you have no more than 220 characters to make it count.  

It might be tempting to go with a simple “ Paralegal at X Company” but to hiring firms this is of little – if any – value. Rather, it is best, according to Mimax Senior Talent Partner Margaret Buj, to go with one of the below formats. You can choose any of the 3, depending on your PQE level, experience and skills but you’ll notice that each one concisely showcases your value in some way to prospective employers. This is because the key to writing a headline that captures attention, whatever the structure used is to succinctly paraphrase what you do and what you bring to the table.   

1. Role & Specific achievement, e.g. Solicitor at BLM.  X (significant) deals closed/X high-profile cases won.
2. Role & Years of Experience in practice area(s) and region, e.g. Solicitor at BLM. 5+ years of experience in dealing with insurance litigation, housing disrepairs and property damage in Liverpool.
3. Role & what your expertise is, e.g. Senior Lawyer at BLM. Business Ethics & Management, London. 

You can also add a few other things that make it easier for hirers to identify you in your headline, such as pronouns. The use of pronouns lets hiring managers, colleagues or online connections know how to address you and avoid any misconceptions.   

Fix Up – Look Sharp 

We live in an era where by and large, seeing is believing, and it is well-documented how influential imagery and media can be in any context, let alone when you want your profile to be viewed by potential hirers. 

 As such, a profile photo is more of a necessity than a luxury to your job searching efforts should you be looking to remain as visible as possible to prospective employers. As it is right at the introduction section of your profile, it is very likely the first thing people will see immediately after they land on your page and whether consciously or subconsciously, the first thing with which you will be assessed both as an individual and a professional. 

Now, to some this is seen as a potential hurdle to their job-searching efforts, as a photo can be a source of discrimination, considering it can also display ethnicity, age, gender, religion and more. While it is an unfortunate reality that certain individuals, hirers included, can write off a potential candidate with unconscious bias, it still serves you well to include a well-taken photo in your profile. There are a few reasons for this:  

Firstly, from a purely technical standpoint, profiles without a photo on LinkedIn are categorised by the algorithm as incomplete and are therefore less likely to show up in the search results to hirers and/or recruiters looking for profiles similar to yours.  

They also appear inauthentic, as profiles usually tagged as fake are those assumed to be the ones without a photo to showcase proof of identity.   

A photoless profile can also lead to a perceived lack of professionalism or ability to utilise LinkedIn, as to many hiring managers, it can be inexcusable to not have one considering the level of technology candidates have at their disposal to get one of good quality.  

On that note, it is only photos of such standard that will be deemed acceptable and not just any photo will do, so deliberate effort must be taken to ensure a photo that showcases a good blend of professionalism and personality is used. Remember that your photo is what will most strongly be associated with your professional image and reputation, and what you carry everywhere with you, whether on LinkedIn, another platform or in real life. If your photo is taken on an evening out with friends from several years ago, then it is absolutely right to review and replace with something that illustrates who you are on a professional platform.  

Are You Easy to Contact? 

If your profile has garnered the attention of a recruiter or hiring manager, and boxes are being ticked on potential suitability for a role, the next step is to make direct contact.  

The quickest way to kill your chances of being selected however is a failure to include basic contact details like a phone number and an (appropriate) email address – something a surprising number of candidates still fail to check.  

Make sure these are all present and clearly visible in your profile, and that the email address provided is as professional and easy to read as can be. Avoid the likes of informal addresses like tenerifedan69@gmail.com or something indicating personal information as this can trigger subconscious biases. Ensure that this sense of professionalism is reflected in other details present in your profile such as your LinkedIn URL and any possible links to portfolios or achievements and keep them short, clean and easy to access.   

If you wish to add anything you have written such as white papers written papers or links to any recorded work done at conferences or events, then you can include them in your featured section. Regardless of where you add them though, make sure these are present in your profile if possible, as they give recruiters a chance to see more of what you can dover and above generic job descriptions and your ‘About’ section.  

Your About Section  

Contrary to what some may think, this is not a simple regurgitation of what skills and credentials you’ve got on your CV. It is your opportunity to buttress your case for your suitability and is what people will be next interested in if your headline catches their eye.  

 Think of it as an extension of this part of your profile – if your headline sparks the interest then your About section will do the heavy lifting when it comes to converting that interest to action. Therefore, make the best use of the 2000 characters you are given in this section to write relevant, useful information that sells your skillset and any successes you have seen (that is attractive to potential employers). 

 Some examples of ‘what good looks like’ from LinkedIn themselves can be found HERE which may give you an idea of how to give yours an upgrade.  

Putting Your Best Foot Forward

Underneath your photo and headline you will see buttons that allow you ‘add profile section’ or add a frame to your profile picture. Both can be useful in providing more information on your job-seeking status, as well as adding more depth and insight to your personal profile and achievements. 

 The ‘open to’ button will give you three options, but as a jobseeker the one to select is ‘open to work’. If you are currently not employed this is one of the easiest ways to let recruiters and hiring managers know you are a potential candidate without even clicking on your profile. Failure to have to take this step can actually keep you out of an employer’s shortlist, as it may lead them to assume you are not open to any potential opportunities. However it goes without saying that caution should be taken if you are currently employed and your current employer is not aware of you looking for a new role.  

In the ‘add profile section’ you can add core information (education, skills), recommended (certifications, courses, links to white papers or presentations you’ve delivered), and additional (pro bono work, languages spoken, test results and more). 

Whichever section you choose to enhance, we recommend that you write this first person to avoid sounding pretentious, and to give readers a little flavour of your personality. Do you volunteer? Can you speak Russian? No one wants to hire a robot, and these added extras can help to make you more of an attractive prospect to would-be recruiters and employers.  

That said, ensure that, whatever you choose to add either in this section or throughout your profile, they tick the below boxes:  

• Does it showcase your competence as a legal professional? 
• Does it communicate your value, with supporting evidence? 
• Does it help you stand out?  

Walk the Walk and Talk the (Right) Talk  

Equally important to your job-searching efforts is what you actually say and do on the platform, as this can often tell hirers and recruiters a lot about who you are and whether or not you are worth their attention, without even clicking on your profile.  

The content you post, repost, share and take the time to comment on communicates how you want others to interact with you on the platform, whether you are aware of this or not. 

Therefore, ensure that you have no track record of any ill or inappropriate communication on your profile and the content you interact with. Get rid of any comments that are distasteful, controversial, or aggressive in nature and keep your feed as clear of such content as possible. This is not to say that personality is unwelcome on LinkedIn but it should not be at the expense of your professional reputation and especially, your job-hunting prospects.  

Instead, focus on sharing content that showcases and demonstrates your commitment to professionalism, growth and value in your area of expertise. This will tell anyone that sees you on the platform through your interactions that you are a communicator who likes to stay on top of their game and has a finger on the pulse of the industry and specialism.  

Do you share (and comment on) 3rd party news relevant to your practice area? Do you champion awards or events linked to your current firm, or the wider legal industry? If so – it’s always worth glancing at your own feed from time to time to sense-check how those looking at your profile see your activity and how you interact with your own professional network. 

Similarly, if you list networking or relationship-building as a skill, but your feed is like a ghost town – there is also a disconnect, so will need amending where necessary.  

It’s not (Just) What You Know… 

 Following on from this point, capitalise on endorsements from colleagues and clients as these can be significant green ticks to employers and recruiters. Social proof remains a great influencer in people’s decision to ‘buy’ or in this case, get in touch to find out more information and whether online or otherwise, should not be dismissed as a waste of space to include in your profile.  

Any recommendations or endorsements you have acquired, you should be adding regularly and if you don’t have any, don’t be afraid to ask. You will be surprised how willing people can be to give you a recommendation (especially ifyou offer to give one back in return). 

Finally, 

The key to building a standout LinkedIn profile starts with all of the above but it certainly doesn’t stop there. Your reputation is only as good as the amount of investment you put into maintaining it, and this applies on LinkedIn just as much as it does in real life, so establish a routine that helps you stay on top of your online presence and keeps your status up to date. 

In today’s dynamic professional landscape, maintaining an up-to-date LinkedIn profile is not just a formality; it’s a strategic necessity. Your LinkedIn presence serves as a digital representation of your career journey, skills, and aspirations. It’s often the first impression you make on potential employers, recruiters, clients, and collaborators. By keeping your profile current, you signal to others that you’re actively engaged in your field, open to new opportunities, and committed to professional growth.   

Furthermore, a well-maintained LinkedIn profile can enhance your visibility, credibility, and networking capabilities, ultimately opening doors to unexpected opportunities and fostering meaningful connections.  

 So, whether you’re actively job hunting or content in your current role, investing time in curating your LinkedIn profile is a proactive step towards shaping your professional narrative and advancing your career journey. 

About Clayton Legal  

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

Networking doesn’t necessarily come easy to everyone, and sometimes even the thought of it can be met with apprehension or worse, sheer anxiety when placed in a situation that can be emotionally or mentally draining.

That being said, investing time to hone your skills will pay dividends in the long run, especially in today’s highly competitive legal landscape where networking will not only help you to expand your client base but also provide opportunities for mentorship, career growth, and collaboration.

As an essential skill, networking has huge potential to open up new opportunities for aspiring legal professionals and play a major part in their career success. And, whilst it’s a given that not everyone is comfortable networking, all lawyers should at least be competent if they want their skills to advance. You might be worried about what to say, or how to introduce yourself to new people, especially if you’re surrounded by reputable professionals, but, in reality, it’s relatively easy to become a pro with a little bit of extra practice. Here are some key tips to keep in mind.

Seek Guidance from a Fellow Professional  

Consider who you know to be an impressive networker and could provide you with some helpful advice on how to approach it to form professional bonds. This could be a family member or friend, colleague or even someone from your time at university or law school. At the very least, they are likely to let you bounce some ideas off them which will enable you to sharpen and hone your skills.

Be proactive

Waiting for networking opportunities to come your way won’t yield significant results – you need to be proactive. Take the initiative to attend industry events, seminars, conferences, and bar association meetings. Through your employment at a law firm, you will no doubt have exposure, and be invited to join more formal legal networking events. However, do seek out other associations that can equally provide fantastic opportunities to widen the net in your professional network. As a newly qualified lawyer, there are Junior Lawyers Divisions set up locally and regionally, as well as Trainee Solicitor Groups for those yet to qualify. These will give you a great foundation and springboard to networking in usually informal settings, yet still add a huge amount of value to those starting out in their legal career.

Always Come Prepared

Perhaps an old-school networking method, but still an effective one, having a business card on hand can be extremely useful when actively networking with legal professionals, and even more so in the non-professional conversations you have on a daily basis that could give rise to networking opportunities. When they come your way, you want to have a way of capitalising on them. This leads to an even more important factor in networking – having an ‘Always On’ mindset is crucial if you want to do this as effectively as possible. While you don’t need to shoehorn your career passion into every interaction, looking at networking this way can help you improve your social skills in these ‘lower-risk’ situations and build confidence for the bigger conversations you might have with employers or reputable professionals down the line.

When it comes to preparation in the more conventional sense, a set of simple but clear pointers is your best friend, no matter the size or type of network event you are attending. As these events are ultimately about getting you in front of, and eventually front of mind of other like-minded legal professionals, it is essential that on the day you are confident in your ability to navigate the most common social scenarios you find yourself in.

Set Realistic Targets

This starts with going in with realistic expectations about your interactions at the event. Under no circumstance should you be expecting yourself to speak to the majority of people at any event, whether that be an event of 50 or 500. Consider your reasons for being there in the first place. Are you looking for new commercial opportunities or are you perhaps lining up your potential next employer? This will help you narrow down the scope of your search for individuals to speak with to a select few targets, and make planning for those conversations far easier and consequently more productive.

Your next step should then be to ensure you have a few pointers in mind about said conversations, how to begin them and keep them going. A simple but firm handshake and a brief introduction of yourself, your work and what you wish to speak about, before asking them about theirs, should be enough. Avoid kicking things off by firing questions at them as it disregards the other person’s involvement in the conversation and is a quick way to get them uncomfortable with talking about themselves to you.

Prepare Your Pitch

One of the most important parts of networking is your initial pitch – and first impressions count.  How will you introduce and describe yourself to people in an engaging yet concise way? Again, the best way to do this effectively is to get feedback from fellow professionals in your network; ask them to listen to your pitch and offer constructive criticism if required. However, you should also be careful not to over-rehearse, nothing sounds less authentic than an overly polished introduction.

Find Common Ground

In terms of the content of the conversation itself, this will vary depending on who you meet on the day of course, but there are certain scenarios you can prep for beforehand. For example, if you know a certain guest or speaker will be present at the event, then you should be doing your research on their background – where they graduated from/are studying, what law firm they work at and what their own personal interests are.

The best networkers don’t just stick to the stuffier topics when networking. They recognise it’s about showing empathy and finding out more about the person that they’re talking to. And, after all, most lawyers like talking about themselves so finding common ground is of paramount importance. Whether that’s football, cycling, your children or anything else you can think of, it’s easier to build stronger relationships if you have some sort of shared interest.

Your research should not just be limited to LinkedIn or a simple Google search either, or even the person themselves, but also around what you find out about the above areas like the university or law firm they studied/work at. These can commonly be found in any interviews, podcasts or panels they’ve spoken at. The reason for this is that in reality most legal professionals attending the event will already have done their research on at least a surface level, and will therefore ask largely the same questions like: what motivated you to move into this profession, what are your personal interests outside of work, etc. which the person in question will quickly find boring.

As your goal for attending the event is to build lasting relationships and expand your network, particularly with well-known legal professionals, you need to ensure you leave as strong an impression as possible on with whom you are speaking and to do that you need to make it less like an interview and more like an opportunity to talk about their most enjoyable aspects of their life/career. For example, if you have already done your homework on the above and know they happen to also regularly play badminton in their downtime, you could ask a question like:

“I found out in your interview with X talk show that you’re really into your badminton and I also happen to love playing with my friends on the weekend! I was wondering how you manage to fit it around your schedule considering your line of work demands so much of your time. Is it a serious interest you have outside of work?”

See the difference between this and a casual ‘How do you balance work with personal hobbies’ question? While the latter really only is concerned about what the answer is, the former takes care to make it relevant and personable to both parties with the aim of learning more about the person, thereby making the chances of getting an equally engaging and unscripted answer more likely.

Follow Up

It’s all well and good meeting people at an event, but it means little if you don’t keep the conversations going by following them up. If it helps, make a short note on the business cards that you’re given to remind you about the individual and then follow up on any information you promised to send over the next day. This leads on to another key point; the importance of reciprocity. People are likely to feel much more inclined to help you if you can offer something that helps them. That means if you know a solution to a problem that someone you met was struggling with, pass it across to them. People are more likely to remember you based on how you make them feel, and one of the easiest ways to do this is to make their lives easier by addressing problems they have. This is how you facilitate reciprocity in professional relationships.

Find value in online networking

Whilst face-to-face interaction is perhaps the first thing that springs to mind when you think of ‘networking’ in today’s digital age, some of the most invaluable opportunities to connect with professionals outside of one’s local vicinity comes from online networking. Platforms like LinkedIn offer a wealth of resources for lawyers to showcase their expertise, connect with peers, join industry-specific groups, and share valuable insights through thought leadership content. Actively participating in online discussions and engaging with other professionals worldwide can equally be hugely beneficial in building your personal brand, marketing your services and that of your firm, and gaining insight and updates relating to your specific role and practice area. For legal-specific online networks, groups like the Junior Solicitors Network are also a virtual hive of activity, giving members access to news and resources to support career and personal development, as well as opportunities to connect with other legal professionals.

In conclusion

Networking in the legal sector isn’t straightforward and some professionals will find it much more difficult than others, whilst others may decide to avoid it altogether.

However, learning the skills around professional networking is essential for lawyers looking to thrive in the legal industry – not only forging strong relationships for their own career and professional development, but using it as an opportunity to market yourself (and your firm) to potential stakeholders and clients.  

By being proactive, building genuine relationships, utilising online platforms, and staying connected, legal professionals can create a robust professional network that opens doors to new opportunities, enhances their careers, and contributes to long-term success.

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 – whether that’s on a contingency or retained basis.  

Call us on 01772 259 121 or email us here. 

For career-minded legal professionals, performance reviews are an essential part of working life – helping to identify training needs, opportunities for development, ensuring output and objectives are being met, and focus on the next steps and milestones on their career path. 

Before we dive into the tactical side of performance reviews from your perspective as a legal professional, it’s important to understand what a performance review is and why it often goes hand in hand with career planning. This will give you the foundation to use your review more effectively to drive your results, and sense check continually, your progress to the next steps in your legal career.

What is a Performance Review?

A performance review is a two-way conversation between your direct manager and you about your: 

• performance impact, 
• results, 
• development, 
• and growth; 

related to the objectives you were set as part of your onboarding and review process when you joined your firm or each year at annual appraisal time. 

Depending on the size of your firm, it is often a key component of a wider performance management strategy. 

Traditionally, performance reviews have occurred once a year and have focused on evaluating past performance, although many businesses these days tend to have more regular meetings just to make sure everything is on track as you move through the year, and offer the chance for feedback, be that positive or developmental.

The reality is performance conversations can help you improve your performance when both you and your manager engage in the process.

So, let’s look at the benefits of engaging with the performance review process >>>

How Performance Reviews Can Directly Impact Your Performance

Why are performance conversations important? Because they have a significant impact on your success and that of your company too.

Discussing performance isn’t always easy. It may be tough for managers to give feedback, especially if that feedback isn’t as positive as you would like – and more than likely, even harder for you to receive it.

However, a performance review with both parties engaged in the process can make an enormous difference for all concerned.

• It helps you review your objectives and goals – and progress against these.
• It is an opportunity to ask for help with any challenges you face should you need it
• It is an opportune time to get feedback on your work from your direct manager – both positive as well as constructive to help you improve and get even ‘better’ at what you do.

Knowing all the benefits a performance review can bring you as a respected legal professional in your organisation, how can you prepare?

Preparation Is Key

It is worth noting at this juncture that not every line manager you work with will be perfect, especially when it comes to conducting a performance review(this in itself is a discipline that requires training, learning and refining).

The good news is management training has improved dramatically over the last few years, and most managers are better at what they do and are open to receiving feedback from their team on their performance too.

Something to consider as you prepare; your manager is a human being. Today,we all are part of a workplace where everyone is expected to ‘achieve’more because of our available resources.

Your manager is likely to be spinning multiple plates, of which running performance reviews is just one thing on their to-do list; remember they have performance objectives to achieve from their manager in the same way you do.

Come to the review process with the thought that we are all doing our best to achieve the success we all want, and you might be surprised how your performance review proceeds.

In brief, preparation should:

1. Start With The End In Mind

Preparation and planning are the cornerstones of achieving an exceptional performance review.

The well-known leadership author Stephen Covey authored The 7Habits of Highly Effective People – first published in 1989, but still popular today and well worth a read..One of the habits he shared through his research of effective people was to decide what you want to achieve first and work back from there.

Let’s say you are a solicitor who wants to become a partner within your firm. What will you need to demonstrate consistently over the next few months and longer to establish that you are the ideal person for the role?

Achieving your performance objectives will be your first starting point.

You may be reading this report from a different period of your own review process. The key thing to remember is to make sure you know what exceeding and achieving means when it comes to the objectives you have been set.

As an employee of your current company, you will have specific performance objectives to hit and values and behaviours to demonstrate.

The challenge for many people is that they take their objectives at face value without thinking through a plan to achieve or exceed the objectives they are set.

If you aren’t sure of the detail around howto achieve something,talk to your manager, especially if you are new to the firm.

It’s the same when it comes to values and behaviours your company want to see you demonstrate.

Our values and our behaviours drive our actions which drive our results.

For example,the following behaviours might be championed and desired within your law firm >>>

• Accountability
• Flexibility
• Transparency
• Proactivity
• Professionalism

It’s important to understand how you can demonstrate and verbalise how you demonstrate these behaviours with examples if you can. I.e. how can you show you have acted proactively as part of your role, and how can you demonstrate professionalism?

2. The Devil Is In The Data

You have put in the demanding work of planning and prioritising what you need to do to hit your objectives. The next key step is to document evidence of what you are doing and the results you are achieving.

We tend to get diligent about tracking our wins when it’s time to ask for a pay rise. Unfortunately, not everyone takes a disciplined approach to writing down their accomplishments throughout the year.

Start a list, and jot down things that you do well and are achieving as they happen.

Be specific: Did you successfully win a new client, deliver an important presentation to senior partners, offer a helping hand
when a co-worker was swamped, or get a record number of caseloads over the line?

Write it down as you go so that you don’t have to scramble to find examples the night before your review.

3. Ask For Catch-Ups In Advance

In most roles, your line manager is not with you every second of your working day, or rather, monitoring your workload every second. If you do not have regular catch-ups where you are open about how everything is going in your legal role, they will not have the detail at the level you do.

You may or may not have regular catch-ups/mini-reviews with your manager. If regular reviews are not commonplace in your company, be bold and ask for interim conversations. They don’t need to be a formal affair,though they will demonstrate your commitment to the role to your manager and to the wider business.

The beauty of interim conversations like this means that you consistently review past performance so that tweaks can be made and results are achieved. There is nothing worse than turning up to a review and discussing something you didn’t understand or were annoyed about that happened eight months earlier.

4. Be As Prepared As Your Manager

Depending on whether you have managed people yourself, a fact to be aware of is that your manager will appreciate the enthusiasm, honesty, and positivity you bring to the process.

Ask ahead of time for an agenda,the review time frames, and what will be discussed. If this is a more formal yearly review, you should expect and plan in time to prepare.

Your preparation ahead of time and the data you have collected can now be aligned to reviewing your objectives, behaviours, and future goals.

As a rule, your manager will take the lead and ask questions. Here are a few examples of questions they might use >>>

• What results from last month/quarter/year are you most proud of?
•  How did you achieve X, Y or Z?
• What do you think you could improve on?
• What will you stop, start, and continue next month?
• Tell me more about what happened with A, B or C?
• What roadblocks are in your way?
• What impact has your performance had on the company?
• How can I support you as your manager?
• How have you demonstrated our firm’s values of X, Y, and Z?

Many managers we work with as legal recruitment specialists will share their disappointment that team members don’t answer the questions they have been set about their performance or avoid going into detail about their highlights, challenges and what has been happening for them in their role.

5. View All Feedback As A Gift

Some people will no doubt think there is irony in this phrase, yet the truth is how can we improve unless we are given both motivational and development feedback on how we perform, what we are doing well that we could do more of to get better?

Mastering the art of receiving feedback is one of the most important things you can do as a human being.

Receiving praise and recognition is fantastic, and hopefully, your review will have this as its main theme.

However, as human beings,we live in a world where mistakes happen, and it is always a good idea to own yours and share them with your manager.

Ahead of your review, here is a suggestion to make your feedback session run well—document everything you want to share >>>

• What you are doing well and your standout achievements
• Your challenges
• What went wrong for which you were accountable
• How could you improve in your role?
• Your development and training needs
• Ideas you have to improve your own and the firm’s results in the future

6. Ask Questions & Take Notes

Performance conversations should be two-way, so make sure you ask questions and take notes. When your manager makes suggestions on improvements you could make and what you are doing well, write them down.

When it comes to questions, there are a few commons ones that will flow naturally throughout the conversation; if they don’t, make sure you ask them at the end.

• What do you think were my highlights?
• What am I doing well, and where could I improve?
• What does the future hold for me here?Are there opportunities for growth and progression?
• What projects could I be involved with?
• What additional training do you think I need?

You may also wish to use the meeting to talk about about compensation, benefits and work flexibility. Whilst, as the name suggests, the meeting is designed to revolve around your‘performance’ against your goals and objectives, you may also wish to ask yourself ahead of the date:

• Am I being underpaid for my current role or could the changes in the market mean I could earn
  more? Does my performance impact this?
• If I want to develop and grow, will my employer support these ambitions? Or, do I need to make a
  move?
• Realistically, I can deliver the objectives of my role working from home or in a hybrid role, so will my
  company be flexible?

All good questions to ask, which takes us back to the start of the guide; decide what you want now. We are in a unique hiring market at the moment, and as a high performing legal professional, you have many options open to you,which starts with a conversation with your manager.

As an experienced legal recruiter, we ask all the candidates who come to us for career advice if they have discussed what they want with their current manager first. Performance reviews are as good a vehicle as any to have open, frank conversations about not only your performance, but also where this puts you on your career path more generally.

A recent article by LifeLabs Learning focuses on the ‘paradigm shift’ in the world of performance reviews,where the objective has moved from‘correction or reward’ to amore holistic review of progress whilst also monitoring general engagement, putting career aspirations at the centre.

Whilst they can be daunting, reviews should also be viewed as an opportunity to shine – highlighting your achievements and ways you have met or exceeded your objectives. They also give you the chance to look at the future,talk about your ambition, and those all important next steps.

And, Finally

It goes without saying that if conversations about your future career with your current employer are leaving you feeling a little underwhelmed, it may very well be the turning point to consider your options more widely.

Wherever you are in your career journey, it is a good idea to periodically analyse your current position depending on where you want to be.When you dig a little deeper, is everything on track and working out as you expected?Or do you need to make some changes in order to meet your goals?

To help you measure if your legal career is progressing as you envisaged when you started out, we recently created a simple checklist to provide you with a snapshot of whether you’re on the right track.

And, if the results have prompted you to think harder about what your current role and company are providing you with, and perhaps made you realise that now is time for a change, then get in touch with Clayton Legal today. Our experienced team can help you in deciding what step to take next to further your legal career, and back on track with your own ambitions and goals.

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.

When the time comes in your legal career to think about a move to pastures new, the steps involved to kickstart the process are generally conventional and familiar to most.

The first step, of course, is to decide whether to go it alone and spend time researching opportunities in the market, your region, and your practice area and apply to vacancies advertised.

The alternative is to enlist the help of a reputable legal recruitment specialist who will search the market on your behalf, and present you with (often exclusive) roles that are designed to be the absolute best ‘fit’ for you and your requirements from your next employer.

Either way, there are usually a number of steps you yourself will need to take to ensure you are prepped and ready to apply for roles that pique your interest.

Designing a CV with Clout

It goes without saying that the most important document in your job-seeking armoury will be your CV – although a cover letter and possibly a video pitch may also be required depending on the role in question and the expectations of the hiring firm.

CVs are not a new concept. Far from it.

This document has been connecting qualified candidates with their ideal roles for centuries. In fact, according to The National Careers Service, the first curriculum vitae emerged in 1482 – written by a certain Leonardo Da Vinci when he applied for a local painting job.

The nature, style, and general role of the CV has changed since then, however. Whilst connections and status were crucial components of the CVs of yesteryear, these days there is more focus on skills, relevant experience, and demonstrable results that highlight capability.

Whilst much continues to be written about the usefulness of this document, for now at least, they remain a vital platform to market yourself as the right candidate for the role.

Mastering the Basics

A hiring manager, Partner, or HR professional will often skim-read a CV before making a snap ‘go/no-go’ decision about whether to progress to the next stage. This means the basic information needs to pop and jump out of the page.

The overriding objective should be to demonstrate suitability for the role in question, and ideally, the document should flex if you’re applying to more than one at a time – ensuing each is tailored to the specifics.

There are many guides as to what to include on your CV, but in our experience (of nearly 25 years and counting), the basic elements include:

1. Up-to-date contact information
2. Clear, concise formatting and layout
3. Accurate grammar and spelling – a non-negotiable
4. Selling points – achievements, relevance, USPs, experience (if it is relevant!)
5. Facts and evidence
6. Personality – what are your interests, passions, values?

Putting Pen To Paper

There are no two ways about it. Crafting a well-honed CV is a skill, and whilst you may be the most qualified and relevant individual in the pile of applications, failure to ‘sell’ yourself adequately may mean you are overlooked.

The Internet is saturated with ‘how-to’ guides, layout templates, and more recently, tools that utilise AI to write your CV for you (although the jury is still out on the effectiveness of this).

But mastering the basics is only the first part of the task in hand. You need to pay careful attention to the language you use as you highlight your skills and relevance – being mindful of cliches, hyperbole, and baseless language that actually could hinder your progress in the long run.

Cut The Cliches

The copy on your CV has to work hard to sell ‘you’, your relevant skills and experience, and give an initial indication of what you are like as a person and potential employee.

It can be tempting to fall into the trap of peppering your document with well-known cliches – in fact, you may not be aware that the phrases that spring to mind are even cliches in the first place. But taking time to weed out these overused (and often baseless) phrases may get your document to the top of the pile.

Here are the top 7 overused phrases that we come across, that you may wish to rethink (and suggestions of when, how, and why they need a little more care and attention)

1. Hardworking and motivated: Your CV should have detail throughout that highlights specific accomplishments, experiences, and contributions that show your dedication and work ethic. This could be successful cases or settlements you have secured for clients, billable hours and productivity metrics, or even additional certification and training you have undertaken to enhance your skills and knowledge.

2. Excellent communication skills: Again, consider how to showcase your communication abilities through specific achievements or experiences. Have you been a keynote speaker at a firm event for example, or run an internal forum? Are you involved in pitching for new business, or act as spokesperson for your current firm with the media? All are demonstrable examples that showcase the skill in question.

3. Team player: Undeniably, employers will want to hire individuals that collaborate and work well with others – but dropping this statement on with little substantiation is pretty meaningless. Again, look for ways to bring this to life with concrete instances of teamwork. Have you worked as a team on a particularly complex legal case? Do you undertake any pro bono initiatives, or are part of a professional ‘group’ outside of the day job that involves working with others? All are great examples of how teamwork is pervasive in a law firm.

4. Detail-oriented: Whatever your practice area specialism, this skill is crucial in the legal profession as it can significantly impact the outcome of cases, the accuracy of legal documents, and the overall quality of legal services provided to clients, Highlighting instances where your attention to detail made a difference is key – whether that work is in document review, part of an M&A transaction, or in compliance or regulatory matters.

5. Results-driven: This phrase is most certainly over-used (usually with no examples of said ‘results’) yet there are other variances that can also demonstrate the same point. ‘Achievement-oriented’, ‘goals focused’, and ‘outcome-driven’ are more specific and impactful. Are you able to talk about case-management here, or strategic planning utilised to get the best possible result for your client and firm? Examples, again, are key.

6. Works well under pressure: Legal professionals often encounter high-pressure situations, and the ability to work effectively in such conditions is an attractive trait to a future employer. Instead of just dropping this phrase on with no explanation is a big no-no however. Instead, discuss how you handled challenging situations and tight deadlines; your involvement in high-profile cases, or how you adapted to unexpected developments and had to adjust your strategy.

7. Exceptional organisational skills: Most roles in a law firm require some level of organisation, whether that’s managing your own case files, a team of other legal professionals, or preparing for a trial. By using specific examples, especially those that are relevant to the role you are applying for, you provide concrete evidence of your capabilities and enhance the effectiveness of your CV and profile.

In Conclusion

Crafting an impressive CV requires going beyond generic statements and cliches and instead presenting a compelling narrative of your professional journey. By showcasing specific, relevant, and quantifiable evidence of your skills and accomplishments, you can create a CV that stands out and captures the attention of potential employers or clients.

If you have enlisted the help of a specialist legal recruiter for your job search, you will often find that your consultant will help to review your CV and role applications to ensure they stay on track, and work hard to move you further along in the process. Of course, the other benefit here is that the recruiter will further help to demonstrate your suitability verbally to those responsible for hiring – enhancing your profile far beyond a 2-3 page printed document.

And finally, even if some of the highlighted statements do creep in (even verbally as you move to interview stage) remember to always use concrete examples and measurable outcomes to demonstrate your abilities, skill, and above all, why YOU are the firm’s next hire.

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.

Click here to speak to one of our experienced Legal specialists or call 01772 259121 for more information on how our exceptional recruitment experience can help your career aspirations.

Hiring amazing talent in any industry starts with attracting the right people.

Yet, as reports of the Great Resignation rumble on, and we continue to see an ongoing transformation of the workplace, capturing the attention of amazing legal candidates isn’t easy.

According to current industry data, 95% of employers say they find it extremely difficult to fill the gaps in their team, thanks to today’s competitive market.

And, with many Law Firms continuing to press ahead with their hiring for the coming year,  managing partners need to work harder than ever to make their listings stand out amongst the clutter.

It all starts with writing the most effective job descriptions.

Even as the hiring landscape evolves, legal candidates still rely on engaging, informative, and powerful job descriptions to determine which law firm best fits their needs.

The best job descriptions combine critical insights into an available role, with a touch of marketing and a behind-the-scenes look at firm culture. It’s not enough to list the required skills and experience under a quick summary of what a job entails.

To attract loyal, engaged employees to your teams, you need to highlight information that matters to top talent. Today’s job descriptions should focus on the benefits you can offer as an employer, your commitment to diversity, equity, and inclusion, and a clear overview of why legal candidates should choose your firm over dozens of competitors.

Today, we’re exploring how employers in the industry can turbocharge their job descriptions and ensure they’re attracting the widest selection of talented legal professionals.

What is a job description’s function, and is it still important?

Job descriptions are simple documents outlining the essential responsibilities involved in a role. They highlight the qualifications and experience a candidate needs to excel in a position, describe the type of work they’re going to perform, and offer insights into the benefits of a role.

Job descriptions have grown increasingly critical over the years as legal employers struggle to find the best talent. Today’s law firms are now using job descriptions to outline the key components of a role and essentially put their best foot forwards to qualified candidates.

An effective job description ensures your brand can attract candidates and fill crucial skill gaps. In fact, 52% of job seekers in a recent Indeed research report say job descriptions directly influence their decision on whether or not to apply for a role.

Job descriptions help you to outline exactly what you need from a new employee, so you can make the right decision about whom to hire first-time around. These documents also:

• Give candidates a clear idea of what to expect from a role
• Act as a guide when making hiring decisions
• Communicates the expectations aligned with a role
• Form the foundation for interview questions

What are the Core Components of a Good Job Description?

Many firms have a unique process for writing job descriptions. Those responsible for hiring within the firm may work with existing employees to build descriptions based on feedback from staff and, importantly, what they need the employee to deliver in that role.

Others leverage the skills of legal recruitment agencies like ourselves to boost their document’s performance. According to Indeed, to write an effective job description, companies must find the right balance between providing concise, straightforward information, and using the right details to engage, excite, and intrigue candidates.

Typically, your job description will include the following information:

A Title & Summary

The first component of a good job description is a role title and a summary of what the position entails. Highlight the nature of the role (whether it’s permanent, full-time, or contract) and how you expect your employee to work (in-office, remote, or hybrid). Keep in mind flexible working options could make your job descriptions more attractive. 76% of professionals say they’d like to work fewer traditional hours and want a flexible approach to when and how they work.

Remember to use a specific, easy-to-understand job title to avoid confusing your potential candidates with jargon. Talk to your legal recruitment agency if you’re unsure what your title and summary should be – especially in order to widen the net and attract more suitable candidates.

An “About Us Section

This section is where you can really ‘sell’ your firm and provide an introduction to who you are. Whilst some law firms can rely to some extent on the weight of their brand and reputation in the market, the best talent these days are looking for evidence of an empathetic, inclusive, and reliable employer – so focussing on how you bring this to life is paramount. You can highlight your firm culture, vision, and purpose here and give your potential candidates an insight into your values, such as a commitment to innovation, collaboration, and evolution.

The “About Us” section is also a fantastic space to highlight critical DEI information. 50% of employees currently believe their employer isn’t doing enough to promote diversity, so highlighting how you address this from the get-go will undoubtedly pay dividends amongst jobseekers in the market.

The Role and Responsibilities

Your job description is important in setting expectations for your legal employees. You should outline the core purpose of the role straight away and what your team members will be responsible for in this position. Make sure your list of responsibilities is as clear as possible, with no industry jargon, unclear acronyms, or confusing language.

Be precise and let team members know what kind of systems and software they will be working with, what case loads they will be dealing with, and what the short and long-term objectives of the role might be.

Competencies and Skills

This section of the job description tells your legal candidates what characteristics you’re looking for in an employee. Essentially, it’s a checklist of everything a good employee will need to perform well in the role. Avoid listing educational requirements and skills that aren’t entirely necessary here, as it could stop potentially good candidates from considering your opportunity.
Create a list of specific skills and qualifications your team member will require. Highlight whether they need experience working with certain programmes or platforms, and draw attention to any on-the-job training you can offer. You may also want to outline some basic traits you’re looking for, such as punctuality and proactivity.

The Benefits and Salary

Finally, you’ll need to show your candidates what’s “in it for them” if they decide to join your team. Provide an insight into the kind of salary your candidate can expect. You can choose a salary “range” if you’re open to negotiations. Just make sure it’s in line with the average for that job role in that particular region.

Don’t forget to draw attention to benefits too. Many employees find benefits to be just as attractive as a good level of remuneration. For instance, maybe you can offer flexible and remote work, a four-day workweek, or access to in-house therapy and mental health support.

A good way to make your benefits more attractive is to write them in a way that helps your candidates envision what it might be like to work with you. For instance, instead of writing “4-day work week”, write, “Start your weekend early every week with a four-day schedule, so you have more time for family and friends.”

Remember to discuss your decisions with the recruitment agency working with you on the role. They speak to candidates daily, so they can tell you exactly what the candidate you are looking for wants in a role.

Top Tips for More Compelling Job Descriptions

Writing effective job descriptions for candidates in today’s current legal landscape isn’t just about ensuring you include all the right information. In competitive markets, it’s important to look for ways of making your job descriptions more compelling and actively ‘sell’ the role to jobseekers.

Here are some quick tips to help you attract more candidates.

1.  Improve the Opening Section

It’s becoming extremely difficult to make job descriptions stand out these days. Your potential candidates will be scanning through job listings daily. That’s why it’s important to make sure you instantly grab your talent’s attention.

A good way to make your descriptions more compelling is to focus on the benefits the candidate can expect immediately. Rather than starting with a phrase like “The ideal candidate will”, talk about what your employees will get from you. For instance, “This role gives you a unique opportunity to work with world-class clients on a flexible schedule.” Focus therefore on ‘what’s in it for them’ rather than your list of stipulations and requirements.

2.  Communicate Your Compelling Culture Clearly

Legal candidates are a lot pickier about where they work in today’s jobs market. With that in mind, it’s important to highlight the culture of your firm straight away, so talent can determine whether your firm really fits their needs. Introduce your brand’s vision and mission, values, and commitment to building a diverse workforce.

Discuss the firm culture employees can expect, introducing concepts like remote work opportunities, flexible schedules, and team-building exercises. Consider including genuine insights and quotes from your existing legal employees. This is a great way to demonstrate your firm’s credibility and authenticity.

Whilst a written job description can only do so much to demonstrate such things as ‘culture’, why not include links to your website, or even better…a dedicated landing page focused on hiring where you can include such things as employee testimonials, videos that highlight the working environment, and any other feature of your firm that you believe is attractive to potential new hires.

3.  Make Information Easily Accessible

Job descriptions need to be informative, but candidates don’t want to be overwhelmed with huge amounts of text and complicated words. Consider cutting down on lengthy sentences and switching to bullet points where possible. This will help your candidates scan your content and find the necessary information to determine whether they should apply.

Experimenting with different kinds of content is a good way to make your job descriptions a little more engaging. Alongside paragraphs and bullet points, again, link to videos to provide insight into your firm with statements and stories from current employees. Show candidates the office space, and let them hear the hiring manager’s voice to make your content more memorable.

4.  Double-Check Your Content is Inclusive

As demand for diverse, equitable, and inclusive employers continues to rise, it’s more important than ever to double-check that your content doesn’t include any evidence of bias. Unconscious bias can easily creep into job descriptions and prevent crucial talent from applying.

For instance, you may use words like “young go-getter” or “experienced veteran” without malicious intent, but these terms alienate whole age groups within your candidate pool. When writing your job descriptions, watch out for any language which might make your description less appealing to a specific gender, age group, or ethnic group.

If you’re worried your diversity message isn’t clear enough, talk to your recruitment consultant, who will be able to advise you on how to include your commitment to DEI, and ensure your job descrptions don’t inadvertently trip you up.

5.  Be Transparent About the Candidate Experience

Setting expectations in the job description is an excellent way to save time for your team and your potential candidates. Being open and clear in your job description about what the interview will entail and how decisions will be made shows your candidates that they can expect a straightforward hiring journey with you.

Highlight whether there are likely to be any post-interview tests your candidates will need to complete, and let your potential employees know if interviews will happen in person or virtually. It may also be worth introducing some basic information about the onboarding experience for successful candidates.

(It’s also worth reading our blog on ‘ethical recruitment’ here to ensure that all your recruitment practices ensure the highest standards of professionalism, fairness, and transparency).

6.  Ask for Feedback

As employee and candidate expectations change, it can be difficult to consistently update your job descriptions in a way that generates real results without a little help. Fortunately, there are various places where you can cultivate feedback. Ask your existing team members for help in making your job descriptions stand out. They can tell you what benefits make your role more compelling and what information you might have missed.

Speak to your legal recruitment agency for advice on how to make your job listings stand out. After all, these professionals have years of experience reviewing and communicating job descriptions to the market in order to help law firms attract top talent.

The Mistakes to Avoid in Your Job Descriptions

Writing the most compelling job descriptions can be a complex process, particularly in today’s competitive hiring landscape. It’s easy to stumble into several potential mistakes, which could mean you miss out on the most valuable legal talent for your team.

Aside from following the steps above to make your descriptions more compelling, it’s also worth ensuring you don’t fall victim to any of the following common errors:

1.  Using the Wrong Job Title

As law firms continue to rely on “marketing” strategies to attract new legal talent to their team, recent trends have emerged among organisations trying to make their descriptions more compelling. For instance, some companies try to showcase their unique personality and culture by switching out job titles with more inventive but unusual ones. You may have already seen listings for various legal “superstars” or “rockstars”.

While weird and unusual job titles can be fun, they’re also highly confusing. Most people in today’s digital landscape are actively looking for job descriptions which include specific keywords. And in a sector as traditional as the legal industry, this can make your efforts counterproductive as using unusual job titles prevents candidates from finding your posts. Additionally, complex job titles can make it harder for employees to determine whether they’re applying for the right roles. It’s worth sticking with titles you know your current legal employees are familiar with.

2.  Using Hyperbolic Language

In an age where legal candidates are looking for more genuine, honest, and empathetic employers, they’re increasingly less likely to apply for roles where law firms use a lot of superlative and hyperbolic language. Telling your candidates that working with you gives them a chance to be part of the “best law firm in the world” won’t increase your chances of attracting talent.

Instead, focus on the clear, authentic benefits you can offer. Don’t just tell your candidates your firm is the best in the world. Highlight what makes your job offer special. Can you provide flexible working schedules, consistent education and training, and access to unique benefits no other law firm can offer?

3.  Failing to Include Relevant Information

While legal candidates in today’s fast-paced environment have less time to browse through job listings, this doesn’t mean you can “skip” parts of the job description. Failing to include important information means you’re less likely to attract candidates because they won’t know what to expect from your role.

Make sure you highlight all of the position’s key responsibilities, the benefits on offer, and any other information that might be necessary for legal candidates. Include details where relevant too. For instance, what makes it flexible if you’re listing a “flexible” role? Can team members work from home whenever they like, or will they be able to change their schedule easily?

4.  Alienating Crucial Talent

In a competitive legal market, you cannot afford to accidentally alienate qualified people from your role. With this in mind, it’s worth double-checking that you’re not driving possible candidates away. For instance, it might be a good idea to remove any requests for a specific number of years of experience from your job descriptions.

Experience is great, but it’s not the only factor determining whether potential employees will thrive in your role. Adding requests to your job descriptions for an employee with five years of experience in a specific practice area can prevent qualified candidates from applying.

A candidate with an excellent growth mindset and two years of experience may be better for your law firm than someone with ten years of experience and a laid-back attitude. Focus on the skills you need your employees to have and the results you want them to achieve instead.

5.  Failing to Get the Right Help

As the legal market continues to suffer from significant changes, it’s harder than ever for law firms to find the talent they need without a little extra help. Ultimately, going it alone isn’t an option if you want to attract the right talent as quickly as possible. No matter how big or small, every company should consider working with an expert.

Working alongside legal recruitment specialists will help you to enhance your job descriptions, build your talent pipeline, and increase your access to talent. Not only can their team of consultants give you tips on improving your job listings based on their extensive experience, but they can also ensure your listings reach the right people by promoting them on the correct channels.

Final thoughts

Designing the ideal job descriptions is one of the most important things you can do as an employer trying to attract the very best legal talent. In such a competitive market, it’s crucial to ensure your job descriptions not only show your would-be employees what they can expect from your role but also give them insight into culture and benefits.

If you struggle to update and enhance ineffective job descriptions, contact your legal recruitment agency for help. They’ll be able to provide behind-the-scenes insights based on years of experience working with similar firms – and will also help to further market your role and your firm when liaising with potential candidates.

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.

Click here to speak to one of our experienced Legal specialists or call 01772 259121 for more information on how our exceptional recruitment experience can help your career aspirations.

The employee performance review has received a lot of criticism in recent years. Traditional employee appraisal processes have been causing headaches for both managers and employees, yet most employees believe performance reviews are ineffective at driving performance. 

There’s still a place for the annual performance review. But success-driven organisations know it must be part of a bigger performance conversation strategy. 

Regardless of whether you’re conducting an annual appraisal, a quarterly review, or a monthly performance check-in, performance conversations can be challenging if a consistent review process isn’t followed. 

A goal for all business managers is to create a positive experience that motivates employees and consequently drives high performance. 

Before we dive into the tactical side of performance reviews, it’s important to understand what it is and why it is important. This will give you the foundation you need to start using them more effectively in your firm. 

What is a Performance Review?

A performance review is a two-way, individualised conversation between managers and employees about performance impact, development, and growth; related to the objectives set for an individual. It is a critical component of an organisation’s overall performance management strategy. 

Traditionally, performance reviews have occurred once a year and have focused on evaluating past performance. 

But reviews are now changing. 

Modern performance reviews work well when they happen monthly, where logistically possible, and focus on driving and improving future performance through motivational and developmental feedback. 

The classic performance review has taken a lot of flak over the past several years. Yet, the reality is, performance conversations are a crucial part of effective employee engagement and retention strategies, especially in the current economic climate. 

How Performance Reviews Improve Individual, Team, and Firm Success

Why are performance conversations important? Because they have a big impact on the success of your employees, teams, and firm. 

Discussing performance isn’t always easy. It’s tough for managers to give feedback and even harder for employees to receive it. How employers handle these conversations plays a huge role in an employee’s engagement and overall experience. 

Performance conversations will often make or break trust. An open, honest, and regular dialogue helps build trust among employees, managers, and your legal teams.  

Ongoing performance conversations can boost employee success by: 

• Helping employees identify their needs, goals, and challenges. 
• Informing line managers on challenges, obstacles, and decisions before they impact performance. 
• Opening opportunities to discuss feedback, celebrate recognition and reinforce alignment. 

Performance conversations help managers evaluate team performance by giving them a clear picture of that of their team members. They’ll know where the team is strong and where the team needs help or development. 

If employees aren’t aligned and on a clear path to success, organisations will have difficulty achieving important goals and objectives. Performance conversations allow managers to connect employees to the bigger mission, vision, and goal of their law firm. 

They also give managers and leaders the data to make important decisions about compensation, promotions, development, role changes, exits, etc. 

Knowing all the benefits a performance review can bring, what are the key elements that make up a successful review?  

The Vital Elements of Performance Reviews

Performance reviews give employees and managers a chance to discuss how they meet their objectives and do better together. 

Delivered well, they can engage and motivate employees to maximise their efforts. Delivered poorly, they can send employees down a disengagement spiral—and even decrease performance. How do you choose the right performance appraisal method? Below are a few elements to consider.  

Frequency Is Critical

Our experience as a specialist legal recruiter for over 23 years in the industry has shown that successful law firms, and those highly coveted by legal candidates, ensure performance conversations happen more frequently. They also make them more engaging too. 

Managers and employees equally contribute to the discussion, and employees are as invested in the preparation. 

While there isn’t a one-size-fits-all solution for all performance discussions, every conversation should promote trust by reducing anxiety while creating clarity for all concerned. 

Performance conversations like these aren’t only about performance; they can also address: 

• Career growth, development, and training 
• Business objectives versus time 
• Changes or key messages from senior leadership 
• Recognition 
• Peer feedback 
• Customer feedback

Make Them Future Focused

Old-school style performance reviews would often look at the past, what happened versus what didn’t, mistakes made, values not aligned, and the list goes on. Unfortunately, something that happened months ago could have been continually repeated because it wasn’t addressed at the time.  

Contrary to what you might think, this isn’t exactly motivating for an employee who hasn’t been given an opportunity to change because they weren’t given feedback at the time. 

However, employees do have the power to change what happens in the future—and this is where the bulk of your performance conversations should focus. It’s good to reflect on the past, but managers and employees should also spend time looking forward.  

Make Them Transparent & Objective

Performance reviews can be anxiety-inducing for any of us. One of the best ways to reduce anxiety is to bring employees into the process early and involve them in the preparation and planning.  

Managers should work with each employee to create a clear, shared, and collaborative agenda with main discussion points. Both parties should know exactly what to expect. And if you have implemented the suggestions about frequency, there really should not be any surprises. 

Reviews have no excuse not to be objective. Today we have a huge volume of data to use alongside our ability to base our assessment on behavioural observation versus our judgment about what we think we saw or heard. Managers can come prepared with data from various sources such as recent recognition, 360-degree feedback, talent review ratings, one-on-one notes, goal progress, observational coaching, feedback, and more. 

Every statement made should be fueled by data or observation—not by a  manager’s personal opinion. 

To recap, here are some key differences between traditional performance reviews and modern performance reviews.  

Traditional Performance Reviews

These tend to be a six-month or annual affair. It is generally one-sided, with a line manager informing the employee what they did wrong and right, focusing on developmental feedback. 

This is usually subjective with a grading that either does or does not result in a salary increase.  

Modern Performance Reviews

Everything a traditional review isn’t. They happen every month or quarter at least and involve two-way conversations and focus on the future.  

They review recent performance and involve coaching to impact the employee’s development and growth. The conversation is always based on data and facts. The conversation is then followed up the next month too.  

Preparing To Run A Performance Review

There is nothing worse than being unprepared at work. Even though our knowledge and experience can get us through most situations, somehow, that never seems to work when interacting with another human being.  

What makes it even more critical to prepare in advance is the impact your lack of planning has on your employee. Always approach any performance conversation with thoughtful preparation and lots of data and examples.  

Making Time & Setting Expectations

You have a lot of responsibilities on your plate as a manager in a law firm and conducting performance reviews with each team member can be time-consuming. But the payoff is worth the investment, and it’s critical that you carve out appropriate time for each member of your team. 

If you forgo important performance conversations, you risk missing out on new opportunities for promising employees, and the negative actions of under-performers will go unchanged. 

You begin setting expectations the moment your invite arrives in their inbox. Hot tip: Don’t just send a calendar invite out of the blue; a personal email works so much better. 

Schedule the meeting at least one week out, or ideally at the end of your last review. You want to give yourself adequate time to look into an employee’s recent performance.  

Make it clear what will be covered in the meeting; a clear agenda works well. Employees should have a complete understanding of what will be discussed, one of the many benefits of conducting reviews regularly. 

These topics should be a part of any performance conversation:  

Current performance: Both parties should enter data on how the employee performs against the objectives originally set at the start of the year. Have your employee consider current barriers and if there’s anything you can do to help them. 

Make sure you get an update on why they are failing or achieving their objectives so far. 

The original performance objectives were set in good faith between the two of you, and they play a big part in determining whether the employee is succeeding or failing.

Career goals: Employee performance is usually fueled by their view of the future. Motivated employees continually push themselves and seek additional responsibilities and the potential of their next promotion. Get employees to consider where they want their legal career to go and how those motivations impact their performance.  

If there are performance issues, make sure your employee understands that it’s about developmental feedback and a plan to move forward. 

When employees aren’t achieving goals or objectives, these meetings can help determine why and how to help an employee improve.  

Start on the right foot by aligning expectations for the meeting itself.  

An employee should know their role in preparing for the meeting. They should review the agenda, add topics they’d like to cover, and know where and when the meeting will occur. 

Second, employees should know what to bring to the meeting and what information might be referenced or pulled into the discussion from the manager’s side. 

Finally, employees should have a clear idea of their responsibilities after the meeting and how their manager plans to help them succeed. 

Above all, managers and employees should have a shared understanding of what good performance looks like.  

When necessary, managers should clarify each employee’s role and how the firm perceives their contributions. By aligning expectations with your firm’s established performance criteria, your employees won’t feel misguided or alarmed when their review begins.  

Select Your Setting

Depending on the culture in your firm, there may be a standard procedure or way of conducting reviews. If in doubt, a private setting is best. It demonstrates to your employee how important they are and the level of respect you have for them. 

Catch-up chats are fine in communal areas; performance reviews are different.  

How long should the review be? That is up to you, and remember it is key to make your staff member feel important. Managers in a fast-paced work environment are often stretched for time, but this is one area to allow more time. An hour is a time frame to consider. 

If it is physically possible, choose a training room or conference facility away from your own office. Neutral ground, no matter what you are discussing, is always best so that all parties can have at least a few minutes of processing what has been said before they return to their desk. 

For example, suppose you are meeting with specific developmental feedback, and creating an improvement plan. In that case, you’ll want to choose somewhere private, so your team member can focus on the plan and less on what others might overhear.  

The Power of Questions

As a manager, it is your role to lead the review and ask questions to reveal what is related to the objectives. 

One of the easiest ways to do this is to list performance objectives and related questions. 

Brainstorm a list of open questions that encourage more than a yes or no answer. These generally start with who, what, where, why, how, and when. 

Always build rapport and put your employee at ease. Though you might feel awkward carrying out a review, remember your team member is feeling that too. 

Here are a few examples of questions you could use. 

• What results from last month are you most proud of? 
• How did you achieve X, Y, or Z? 
• What disappointed you about your performance? 
• What will you stop, start, and continue next months? 
• Tell me more about what happened with A, B, or C? 
• What roadblocks are in your way? 
• What impact has your performance had on the firm? 
• How can I support you as your manager? 

Using questions like this will give you more information and data to add to what you already have. Performance conversations should be two-way, so make sure you’re facilitating a discussion and actually listening.  

Remember to take notes so you have a record of how the discussion proceeds. As human beings, we have an innate desire to be heard. Asking questions, listening, and taking notes demonstrates this to your team member. 

Listening to your employees helps you learn and understand rather than simply giving someone equal air time. Ask follow-up questions to help you dig deeper and paint a fuller picture. 

Now is the time to focus on feedback, both developmental and motivational.  

The Gift of Feedback

I know some people think there is irony in this phrase, yet the truth is, how can we improve unless we are given feedback on how we perform and how to get better? 

Successful business owners employ a coach to improve their performance. The good news is that you can become a performance coach for your team. 

Mastering the art of giving feedback is one of the single most important things you can do as a manager.  

Feedback comes in two forms. Motivational feedback is when you’re congratulating or praising a team member for something they’ve achieved or done well. Developmental feedback is where you highlight a performance issue or behaviour that requires development to improve. 

Of course, the key lies in balancing the two types of feedback and how they are delivered. 

Many managers focus on developmental feedback only, which the team interprets as only noticing ‘the bad things.’  

Sometimes the manager does this because they appreciate developmental feedback. They think that others prefer this style too – or more commonly, they had managers who didn’t give motivational input, so they’re not accustomed to its benefits.  

On the other end of the scale, some managers praise a lot but don’t offer enough feedback for development. They don’t know how to give good developmental feedback, and so avoid giving it. Many managers haven’t been sufficiently trained in giving feedback or have had poor role models in their past managers. As such, no one knows where they’re going wrong or how their performance could improve. 

It isn’t helpful to give vague or ambiguous feedback to your team members, whether it’s positive (motivational) or negative (developmental).  

Yes, it can be helpful to tell someone they are doing a great job, yet it’s far more beneficial to let your team member know exactly what performance traits you have seen that has contributed and want to see them continue to use. 

As a generalisation, it’s easier for individuals to receive motivational feedback compared to developmental. However, suppose you invest time nurturing your relationships with each team member and stocking up their emotional bank account with sufficient motivational feedback. In that case, it is then easier for them to handle the developmental side. 

Too often, managers focus on what an employee can improve first and consider praise as a second thought. While this can be quickly rectified if you see someone every day, it’s not always the case if some of your teams are now working remotely. 

Research from the CIPD suggests that anything from five to six pieces of motivational feedback to one developmental is the right balance. This will vary by individual, and there is no better person than a manager to know which team members need more praise than others. 

As the review ends before developing a follow-up process, let’s discuss a topic that is often pushed aside, the conversation around compensation and benefits.  

The Compensation Conversation

We are currently in a volatile hiring market, which is highlighting discrepancies in salaries and compensation in some law firms. 

Interestingly, a recruiting MD colleague in an aligned sector shared with me how a candidate he was working with was made a counteroffer from her current employers when she submitted her resignation.  

They offered to increase her salary by 35%, and, with one of their star performers about to leave, they were also willing to consider remote working – something they had refused a year earlier.  

The employee took up the offer from a new employer as her trust in her current company had been ruined. 

This isn’t a one-off occurrence. 

If compensation conversations are not commonplace in your organisation, maybe they should be. 

If a high-performing employee asks for a pay rise or additional benefits, be prepared. No matter who’s making the request, your star performer or an average one, you’re likely to feel taken aback or annoyed at being put in this position. 

Don’t react with the common platitudes I am sure all of us has heard; “not my decision”, “if it were up to me, of course, I would give you an increase.” 

Depending on the size of your organisation, you may have flex; however, take stock as you plan your next steps. 

Be curious and use the time-tested strategy and phrase, “Tell me more.” Then listen and take notes.  

Ask open questions to uncover as much information as possible, depending on the individual’s explanation and reasons why you can then make a case or not for their request. 

Ensure your employee feels heard and agree when you will get back to them. Though you might have been ‘miffed’ at their request, remember it won’t have been easy for them to raise the issue in the first place. 

As a first step to handling the situation professionally, are you paying the ‘going rate’ for the role and responsibility? If you are unsure, ask your current legal recruiting partner, who will know the answer. 

If you are underpaying, then be prepared for the consequences in the current market, which will be losing a good employee with knowledge and experience of your firm and how you operate. Legal professionals are on the move more than ever before, and for the sake of a small pay increase, in the bigger scheme of things, is it worth losing a valuable employee? 

The conversations have happened, so what next? 

Post Review Follow Up

One of the common errors in managing effective performance reviews is the lack of follow-up. A great conversation happens, and then no follow-up communication occurs, and the impact gets lost. 

Your employees need support to achieve the next steps you have agreed to together. Ideally, put a development plan in place with milestones, timelines, and actions. 

Plan in the diary your next meetings and agree on what all parties will do between meetings. 

Follow this process, and you will have a comprehensive and fair process that will benefit your employee, team, and firm.  

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.

Click here to speak to one of our experienced Legal specialists or call 01772 259121 for more information on how our exceptional recruitment experience can help your career aspirations.

Legal candidates are in an excellent position right now. With skill shortages plaguing the industry, there are more opportunities to move to great roles and companies than ever before. Moreover, you have more freedom about how you choose to work, with remote and hybrid roles emerging everywhere.

However, just because you have many options doesn’t mean defining the ideal firm to join is easy. Countless factors can influence whether a business is a good fit for you and your skills. Fail to consider them carefully, and you could end up in a role that doesn’t suit you.

Researching potential employers and the law firms you’re considering joining helps ensure you take the right next step in your career plan. Here’s how you can get started.

Before You Start Your Job Search

Preparation is key when searching for any new role. Rather than simply browsing endless job descriptions in search of something that mentions your qualifications, you should go on the journey with a clear action plan.

Start by defining exactly what you want as a candidate. What kind of career path are you working towards? Is there a specific role or certain duties within a role you’re most drawn towards? Are you looking for a firm that can help you work your way up through the ranks to a leadership position, or are you ready to start a management job immediately?

Working with a legal recruitment agency can be an excellent way to improve your chances of creating an effective plan. Your legal recruiter can discuss your career goals and help you define what you should be looking for in terms of benefits, remuneration, culture and more.

What’s more, once you’ve defined your plan with your recruiter, they’ll be able to position you in front of the right law firms, boosting your chances of the best job offer.

The 5 Signs of an Amazing Law Firm

With your career plan in hand, you’ll be able to start sorting your employment options with more focus. Following the Great Resignation, many law firms are currently searching for the top legal talent to stay ahead of the competition. Here are the signs to look for when narrowing your options.

1.    Shared Values

Most of today’s employees are looking for more than just a good salary from their employer. They also want meaningful work which resonates with their values. Around 42% of employees say they think it’s important for an employer to be diverse, inclusive, and equitable, according to a recent Gallup survey. A further 43% of candidates say they’re attracted to a new job based on meaningful work.

Take the time to research a law firm’s core mission statement and its vision for the future. Find what it’s aiming towards, what kind of goals it’s setting, and how every team member plays a part. Researching the firm will help you to determine whether it’s focused on values similar to your own, such as innovation or diversity.

You can also read reviews and testimonials from previous employees on places like Glassdoor and speak to ourselves as established recruiting experts in the field about the inner workings of a firm and general reputation.

2.    Strong Company Culture

46% of job seekers say company culture is important when deciding where they should work. A further 86% of candidates also say they actively avoid a company with a bad reputation. A company’s culture refers to everything from its approach to work to how it treats its employees.

For instance, you might find yourself drawn towards a firm with a strong wellness initiative designed to preserve team members’ mental and physical well-being. Alternatively, you may be more focused on a collaborative company culture, where everyone has a chance to contribute to the growth of the firm.

When seeking out good company culture, it’s worth looking for one with a strong sense of teamwork where employees are not only allowed but also encouraged to give their own input regarding important changes or potential challenges. You want to ensure that your skills and your input will be valued and your voice heard, especially when it matters. Ensuring that there is  evidence you’ll be appreciated in your role and rewarded for a job well done is also something to keep an eye out for Look out for any stories published online or on the firm’s own website about rewards given to high-performing team members or those that demonstrate the business’ values.

3.    Opportunities for Growth

While there’s always a chance you may need to move between law firms and roles to reach your career goals, every firm you work with should contribute to your growth. Having plenty of opportunities to learn sector-focused and transferable skills will ensure you can continue expanding your knowledge over time.Look for evidence that the firm in question is willing to train you on using new technologies and strategies as they emerge within your industry. It’s also worth discovering whether there’s room for lateral movement in your organisation as your expertise increases.

Find out whether team members are regularly offered promotions and opportunities to take on new challenges. This shows potential for a long future with the firm and can give you a better sense of the stability and security your role can offer.

4.    Excellent Benefits

While good remuneration is important for anyone looking for the ideal job, it’s important to think beyond the salary. The benefits offered by a firm give you an insight into what you can look forward to if you decide to join the team.

In today’s skill-short marketplace, many employers are beginning to offer a wider range of benefits, from flexible work schedules to four-day working weeks and equity options. If you’re looking for the opportunity to work in a hybrid or remote environment (around 50% of U.K. employees), it’s important to check if the firm can offer this.

Usually, you’ll be able to learn more about the benefits an employer can offer by checking the job description, visiting the organisation’s “Careers” page on its website, and speaking to your recruiter.

5.    Fantastic Leadership

Excellent leadership and good employee retention often go hand-in-hand for most businesses and firms. This is because legal employees rely on their leaders to provide motivation, support, and guidance. If you know the leadership team in your chosen firm is innovative, emotionally intelligent, and transparent, you’re more likely to feel comfortable in your role.

A good way to learn about a firm’s leadership practices is to check its website for stories about group accomplishments and business growth. You can also read the bio for the leaders of your potential team on the “About Us” page, and it may be you take this a step further by connecting with them on LinkedIn and build your professional network at the same time. Asking for an opportunity to speak to the people you’re going to be working with during the interview stage is also a good way to get a good idea of how they communicate and their general work ethic.

In short, the current market conditions mean that there is world of opportunity at the moment for ambitious legal professionals looking for a new role in line with their ambitions and career development. The potential downside of this however is the amount of choice and ‘golden opportunities’ make navigating the market difficult and time-consuming – especially for those already in a full-time job.

Trying to carve out some time to do your research however is essential, and creating somewhat of a checklist like this which allows you to assess the signs of a great law firm (and therefore, opportunity) will help to direct how you progress through to application stage.

Engaging with a legal recruiter can pay dividends here – not only in helping to understand the market and exclusive opportunities, but to talk candidly and confidentially about the Law Firms themselves in order to get your tick list completed and giving you a holistic view of what those crucial next steps look like.

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.

Click here to speak to one of our experienced Legal specialists or call 01772 259121 for more information on how our exceptional recruitment experience can help your career aspirations.

Congratulations – you’ve landed a new legal role, and after a busy period of applications, interviews, and meeting your new employer, you are no doubt looking to the future and the next steps in your career.

But even with the excitement of a new legal position looming, more often than not, there is still a notice period to consider with your current firm. The average notice period for legal professionals in our experience tends to be around 3 months, and it is highly likely that there will be a number of objectives to deliver before you set off for pastures new.

Here we offer our top 5 tips on how to navigate this ‘halfway house’ between your current role, and your new one to ensure you leave on good terms as well as feel fully prepared for your next challenge.

1.  Be prepared for conversations around negotiation

Whatever the reason or reasons for leaving your current firm, it is always worth having a preliminary conversation before you start looking for new opportunities, to see if those initial reasons may be overcome. If, however that conversation didn’t take place, you should nevertheless consider what you would do should a counteroffer be on the table once you make your intention to resign clear.

In the current market, where demand for legal professionals is outstripping supply, this is exceptionally common, so you need to at least be prepared for such a scenario and ask yourself, would you actually accept a counteroffer? The answer to that lies in ultimately revisiting the reasons you wish to leave in the first place.

Counteroffers take many forms including increased pay, a promotion, enhanced benefits, or a combination of all of those, and there is no doubt that it can feel flattering to be in that position. However, research suggests that 80% of people who accept a counteroffer tend to leave within 6-12 months of accepting. Is it likely you’ll also be part of that statistic?

Assuming you’re still set on moving on, resigning gracefully is key – ensuring you cover all bases with and address these often-uncomfortable initial conversations – and ultimately remain professional, and on good terms as you prepare to exit the business.

2.  Tie up all loose ends

Whilst it may be an easy option to go into cruise control once you have formally resigned, it will also destroy any goodwill and reputation you have no doubt worked hard to build on during your tenure with your current employer.

Making sure you remain committed to fulfilling your obligations and deliverables is key – not least because it means you aren’t leaving your colleagues ‘high and dry’ and left to pick up the pieces.

Generally speaking, there is never a ‘good’ time to leave a company, in that there will almost always be projects still ongoing, case loads still being actively managed, and future meetings in the diary.

Therefore, it is a good idea to:

• Confirm expected deliverables (and revised deadlines) with your current manager
• Ask who will be responsible for taking on your various tasks, caseloads, projects, and expectations around a formal handover

Practically speaking, once colleagues are aware that you are leaving, you can start to clear your desk so that it’s ready for the next occupant. Removing paperwork, filing and archiving, binning wastepaper and taking personal items such as photographs home will ensure your workplace is ready, clean and welcoming for the next person.

3.  Give a robust handover

Scheduling time to plan for a smooth transition further demonstrates that you are a true professional and not someone who leaves a law firm or a colleague in the lurch, or projects unfinished. Think about your specific areas of responsibility – current caseloads, unfinished assignments, urgent jobs and upcoming commitments, as well as information on your clients that your successor or wider team will need.

Even if projects or caseloads are likely to be ongoing, giving detailed instructions on where things are up to will be invaluable to your successor – especially if that individual is new to the business. Depending on your role and responsibilities, this may include

• A directory of key contact details
• Process documentation – ‘how to’ guides, or more detailed process maps
• Detailed notes on specific cases
• Duties detailed by frequency – daily, weekly, monthly, quarterly etc
• Project documentation including

If your firm decides to advertise your role and bring in a replacement as it were, it may be that you meet this individual to handover for a period in person. Going the extra mile here will leave a lasting impression, especially if you take on some of the responsibility for training and helping that person settle in quickly. Mitigating any disruption, especially where clients of the firm are concerned, is paramount and if you are able to ensure the handover is as smooth as it can be, you will certainly leave with a reputation for professionalism and hard work intact.

4.  Keep connected

With an exciting new role to look forward to, you’ll no doubt want to tell close colleagues and friends about your new opportunity, and it is likely that news of your intention to leave will be communicated more widely around the business.

That being the case you will be asked both why you are leaving and where you are going to – so it’s wise to have a response planned. The temptation to tell people how amazing the new opportunity is, or how you’ll be working for a ‘better’ employer or company will undoubtedly be there, but tread carefully. Keep the message positive, but keep in mind the colleagues (and long-term legal network) that you will be leaving behind.

Your professional reputation will follow you out of the door on your final day, and if you are continuing to practice in the same sector, work for a competitor, or even work in the same region, chances are your paths will cross again at a networking or social event. It’s therefore imperative that you don’t burn any bridges as you exit.

Rather, use this opportunity to preserve your professional network. Building and maintaining relationships with co-workers right up until the point you leave (and then thereafter) will pay dividends – so use this time to connect on social platforms, ask for endorsements and recommendations, and share new contact details.

5.  Start onboarding early

As seasoned legal recruiters, we always press the point of the importance of maintaining contact with your prospective employer as you work your notice period. This applies to both parties in the equation, and hopefully you will already be in continual dialogue with your new manager, the HR team, or even the wider team you will soon be a part of.

Regardless, it is good practice to consider the following steps ahead of day one:

• Follow your new employer’s social media accounts- helping you keep up to date with any news as well as get a feel for the kind of messages and communication they broadcast.
• Connect with your new team members on LinkedIn- even better, message them with a short message saying how much you are looking forward to joining.
• Attend any events organised by your new employer- your enthusiasm to get involved ahead of you starting in your new position will be duly noted and help to cement relationships from the outset
• Confirm and check your logistics- travel routes, train timetables, parking arrangements all need to be reviewed ahead of your start date if you are traveling to a physical office. If however your new role involves you working from home, it’s still a good idea to check your WIFI connection for the inevitable Teams or Zoom meetings, and make sure you have a suitable working space if you haven’t already.
• Be proactive- ask if there is any training material, staff handbooks or similar that you can read ahead of day one. There may be specific paperwork you need to complete perhaps. Getting ahead of the game shows you are committed to the new role, and helps to free up the first week from some of the administrative tasks.

Granted, you are also physically working your notice period (and busy tying up those loose ends) meaning time may be at a premium, but any effort you put in during this period means you can hit the ground running and will undoubtedly start to impact your new working relationships even before you’ve set foot through the door.

Finally

Handing your notice in can often be a bittersweet process. On the one hand, you will no doubt be looking forward to starting with your new employer, yet on the other, you still have legal obligations to fill as well as the emotional impact of saying goodbye to colleagues and friends.

Leaving a lasting (good) impression is vital and taking the steps above to demonstrate commitment to the very end won’t go unnoticed and will likely impact your personal reputation as you take these next steps in your legal career.

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 3,000 placements from partners to legal executives, solicitors to paralegals and legal IT personnel to practice managers – and have helped to guide many legal professionals through the offer process, through their notice period, and beyond as they start their new career.

If you are considering your options at the moment, we can help to navigate the market and present realistic options. Call us on 01772 259 121 or email us here.

The Legal landscape has changed drastically in the last couple of years. Job opportunities are becoming more flexible with the rise of remote or hybrid work and the four-day work week, which started as a trial in the UK in recent weeks. 

Even the way law firms source and assess new candidates for roles has evolved, with an increasing number of virtual and video interviews as well as new software being developed since the pandemic. 

On top of all these changes, hiring managers and employers are also facing new challenges in employee retention, with the “Great Resignation” now causing significant talent turnover.  

In a skills-short legal environment, it’s important to ensure you’re taking every precaution to not only find the right new legal professional but prepare them for long-term success within your law firm.  

A successful onboarding strategy could be the key to providing your new team member with all the support, guidance, and insights they need to thrive at your firm. 

Here are the onboarding strategies you can use to empower your legal hires. 

1. Start with Preboarding

Employee “preboarding” is essentially an introductory step before the more intensive onboarding process begins. Today, as the competition for top legal talent continues to grow, talented candidates are increasingly looking to work with employers who make them feel valued, not those just paying the highest salary. 

Just as your new team member will be working hard to prove you made the right choice by bringing them on board, you want to demonstrate they’ve made an excellent choice by deciding to work for you. An introduction email as soon as your candidate accepts your job offer can set you off on the right track to building a great working relationship. You can even use this email to give your new employee some useful information such as parking on their first day, start times and any other useful information that could help them out.  

Start by welcoming your candidate onto the team and let them know the names of some of the people they will be working with. Next, include valuable information your employee might need, such as videos highlighting information about your brand identity and general updates about the new firm they are joining.  

2. Adjust the Onboarding Process for Different Roles

Do you have an onboarding plan? View our report here on a Quick Guide To Onboarding New Legal Talent.  

Certain parts of the legal onboarding process will be the same for all employees. You’ll need to introduce every new team member to the company culture in your business and the kind of values you’ll expect them to adhere to. However, this doesn’t mean an onboarding process should be entirely one-size-fits-all.  

Adjust the steps you take in the onboarding process based on your new employee’s needs. For instance, ask yourself what kind of software and tools the team member will be using from day one, and provide them with training support or video guidance on setting up new accounts.  

Think about the specific members of staff your new employee is going to be working with and arrange for a video or group meeting where you can all get to know each other in an informal and friendly setting.  

Creating a streamlined and personalised process for each employee will ensure your new candidates aren’t overwhelmed by information that may not be pertinent to them when starting their new role.  

3. Focus on Inclusion

The needs of today’s employees are beginning to change. While all team members want access to great development opportunities, a good salary, and fair benefits, they’re also looking for an immersive company culture and a sense of inclusion within their teams.  

Today, 64% of employees say diversity and inclusion is a crucial consideration in their decision to take a job offer. As soon as a new candidate agrees to join your team, start focusing on how you include them.  

Ask new hires about their preferred pronouns and names and introduce them immediately to the people they will be working with. Allow your employees to sit in on video meetings even before their role officially starts if you’re not going to be sharing sensitive information and add them to your group messaging boards. 

Make sure every team member feels like a crucial part of the team, regardless of whether they’re working in the office, remotely, or on a hybrid schedule. 

4. Build a Training Plan for Development

Great onboarding isn’t just about welcoming a new legal employee into your team and ensuring they have all the information they need about your business. You should also be looking for ways to build a foundation of a long professional relationship between your law firm and your hires. 

Around 93% of employees say they would happily stay with a company for longer if they felt their managers were investing in their careers with training and development. During the onboarding process, you can begin helping your employee see a future with your brand by working on a professional development plan together. 

Set up a one-on-one meeting where you discuss what the future might look like for your new team member and what kind of goals they would like to achieve while with your firm and in later life also. Discuss how you can help your employee reach new heights in their career and what your training opportunities look like. 

5. Collect Feedback Regularly

Finally, the only way to ensure your onboarding process is having the right impact on your legal employees is to ask them about it. Collecting feedback is an excellent way to determine whether you’re giving your new team members all the support and guidance they need.  

Ask your new hires what they feel you did well in the onboarding process and what they would like to change if given a chance to go through it again. Pay attention to productivity levels after your employees start their new role and look at how they might change when you add further steps to the onboarding process.  

The feedback you get should guide your future onboarding strategies, helping you build a more comprehensive experience for every new hire.  

Great Onboarding Starts with the Right Hire 

Remember, a great onboarding process can be a powerful tool, capable of improving new hire retention by around 82%. An excellent onboarding process will always start with the right hiring decisions. Improve your chances of bringing the right people on board by working with a specialist legal recruitment team like Clayton Legal. 

We can help you improve yours by taking care of the pre-onboarding and sourcing of talent. If you want to find out more call us on 01772 259 121. 

Next Steps 

If you’re reading this article because you are looking to hire your next legal hire, call one of the Clayton Legal team on 01772 259 121 and let’s have a conversation to explore your options. With our help and market insight, your hiring process can be smoother and quicker – and get you the outcome you’re looking for. 

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. 

The last few years have been challenging for the legal sector. Dealing with the fall out of the pandemic, increased workload, and the impact of overworking on employees’ wellbeing means that many firms also now need to uplevel their leadership skills alongside recruiting new lawyers into their team to lead their firm moving forward.

In turbulent times, everyone looks to great leaders for guidance. Leadership resonates throughout a business, and the quality of your leadership can be the difference between your firm’s ultimate success or failure.

Good leaders exhibit specific traits which allow them to inspire, motivate, engage, and boost the productivity of their legal team.

Today’s post shares five key leadership skills for today’s legal workplace to develop in your team and those to look out for as you recruit.

The Ability to Set Goals Based on a Vision

Great leaders have a vision. All successful law firms were started because the founder had a vision of what they could create.

As you build your legal team at every level, remember that employees often join firms because of the vision and direction shared during the interview, as well as fair pay and conditions, and the opportunity to work with great clients. Unequivocally, elements such as this should be communicated as part of the hiring process.

Innovating and reacting to change is part of a law firm’s growth and is necessary for development. So, it’s vital to deploy your strategy to manage challenges while considering that you need a solid business plan that indicates where you are adjusting and setting relevant goals.

Effective legal leaders ensure everyone is on board with the strategic plan and its ultimate objective – alignment across the firm will be key to success.

Greater leaders can tap into team creativity, developing a sense of purpose that develops an inspired team.

Setting goals in a S.M.A.R.T.  way can also increase performance – specific objectives that are challenging yet achievable are more likely to inspire your team and give them something to work towards collaboratively.

Clear Communication Skills

Part of sharing the vision is the ability to communicate both authentically and with authority.

Law firm leaders must develop the ability to communicate with people at every level, from a stressed-out client to every member of their wider legal team.

Effective leaders must be able to express ideas and information to the people they want to lead.

Successful communication also involves clarity of message, which happens when leaders ditch the jargon and listen to what is important to their team.

As human beings, before we mentally agree to follow someone, we need to feel listened to by our leaders.

Decision-Making Ability

It is easy to assume that everyone in the legal profession has good judgement alongside the ability to make decisions. This occurs as lawyers handle complex caseloads, though not always when addressing challenges in the team or performance managing a difficult employee.

Lawyers are generally confident individuals by nature. However, making decisions in a team setting isn’t always as black and white as it might first appear, as highlighted by Daniel Kahneman, the Nobel Prize-winning professor who developed prospect theory which shifted opinions on decision making.

To make a good decision, you need to understand how different choices change the likelihood of various outcomes and how desirable each of those outcomes is. In other words, decision making requires both prediction and judgment.

Focus on listening and gathering data from your team as you would for any case you are handling, and you will notice how your decision-making ability improves.

Create a Learning and Development Culture

Here at Clayton Legal, we often ask candidates applying for roles whether the law firm hiring has a development culture and one where the team is encouraged to grow and develop. A stronger leader will make this part of the plan for their firm.

With advancements in digital platforms, online learning is easy to implement alongside more formal events in your firm.

Create a training program for your law firm’s team that allows them to engage at their own pace and with topics that interest them personally. These topics should be largely focused on the team member’s speciality and what your firm needs from them, but it’s also valuable to offer the opportunity to learn about areas outside of their speciality.

Being Accountable

Being accountable for both actions and results is the hallmark of a great legal recruit. This is even more vital when we consider the approach of our legal leaders.

Leadership accountability in your law firm is an essential component of a healthy culture. But what is an accountable leader, and how do they drive business results?

Being accountable suggests that leaders are ultimately responsible for outputs, which is true.
There are multiple layers of accountability, including business performance, company culture, client experience, and the legal workforce itself.

For leaders to be accountable, they need to be committed to the business and its people. They must take their role as people leaders seriously, building trust among team members. Accountable leaders clearly communicate their goals and objectives to their teams to foster alignment and team focus. They accept responsibility when things go wrong and give credit for success where it’s due.

What Next?

The legal sector experienced increased growth last year. Many firms are looking for new legal leaders and hires for their teams. This is where Clayton Legal can help. For a conversation about your legal talent growth plan, do not hesitate to contact one of our team.

About Clayton Legal

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