How long is it since you wrote your strategic plan?

Some Senior Partners and Managers in law firms write their plan and then place it with some reverence in a dusty file somewhere, never to be reviewed again.

I know that’s a bit extreme, but it does happen.

It’s best to consider your Strategic Plan as a working document that you can refer to as you move from where you are to where you want your firm to be.

You may have incorporated long- and short-term goals in your plan. You may have mini-milestone achievements to celebrate along the pathway. And you may even have referred to the plan to make sure you are still following it.

But is it still relevant?

Things can change, and your law firm may have different goals to those in the original document. A Strategic Plan should not be something that is set in stone; it’s an honest, relevant and significant document that reflects your firm’s current state and how you plan to achieve your aspirations.

Therefore, you shouldn’t be afraid to review it and ask yourself the question, “Is it still fit for purpose?”

If it is, then that’s great. You can go back to work and don’t need to read further!

However, if you have an inkling that perhaps it could do with a few tweaks here and there to make sure it’s current and reflects your law firm’s ambitions as they stand today, then read on…

Is It Realistic?

So many strategic plans fail, and the main reason for failure is that they are not achievable.

It’s fine to set yourself high goals, but if you make them impossible to achieve, you only serve to demotivate your entire firm as they struggle in an uphill battle that they can’t win.

So, while your goals should be something to aspire to, they should also be realistic.

Conversely, it may be that when you wrote the original plan, your end goals were something you considered as something to strive for in the future, but now you know they are easily achievable in a shorter time frame.

In this case, you may want to move your original overall goals into ‘milestones’ and set yourself another ultimate goal.

Just make sure it’s realistic too!

Is It Still Aligned to the Firm’s Ethos?

Depending on when you wrote the strategic plan, it could be that the ethos of your law firm has changed.

For example, you may have improved workplace well-being; by embracing diversity and inclusion in your law firm and implementing recognition and reward schemes for employees.

Celebrate and reflect this by adjusting your plan to accommodate these admirable factors and set milestones for more of the same!

Are the Timelines Still Relevant?

Additionally, check your timelines and deadlines. Are they doable?

It could be that you have more – or fewer – staff in your law firm than previously. This could impact on your ability to achieve deadlines and may need some adjustment either way.

Or it could be that your employee numbers are the same, but your workload has increased dramatically. In which case, you may want to allow yourself a little longer to hit deadlines.

Who is Leading the Projects?

Initially, you will have assigned individuals to lead specific projects within your strategic plan.

Are the personnel in charge still the best people to lead on projects?

It might be that they have moved on, retired or even been promoted to a role which doesn’t allow them to focus on the initial area assigned to them.

What about the new talent within your law firm?

It may be that you have a new, gifted IT Manager who would be perfect to take over the reins of developing an improved in-house IT system, or that your recent Practice Director hire is ideal for overseeing the firm’s expansion plans.

Have You Communicated Goals to Your Team Recently?

Are your employees all up to speed on the strategic plan?

If you have had several staff changes, now may be a good time to go over the plan again, taking into account the new talent within the firm who can help you achieve long and short-term goals.

Revisiting the strategic plan will also embed a sense of belonging and ownership within the law firm as a whole, encouraging everyone to play their part in its achievements, celebrating milestones and working collaboratively to achieve the aims set down.

I can’t overemphasise the importance of transparency in your communication with your team – you need to get them on board with your strategic plan; otherwise, that’s all it is, a plan with no-one engaged and willing to take it forward.

And trying to take anything forward in those conditions will prove difficult.

Has the Marketplace, or Your Clients, Changed Significantly?

Finally, take some time to consider the legal marketplace around you.

It may have expanded or decreased in your area, both geographically and in terms of specialisms; talent may have become more challenging to find and hire. It may be that you should consider revisiting some of your plans.

Have the requirements of candidates changed since you wrote your plan? Is it worth reconsidering your hiring, onboarding and expansion strategies?

Do you need to rethink company culture and the part it plays in helping you grow your legal team?

Additionally, what about your clients? Has your client base changed? Does your geographical location still work in terms of serving those clients?

Does the service you offer reflect their needs? Do you offer more specialisms, or has the firm decided to go more ‘niche’?

In either case, do you need to revisit any of your original goals?

What Next?

Revisiting your Strategic Plan and ensuring it’s still fit for purpose will enable you to make sure you’re on the right track for success in your law firm.

It will enable you to move forward with relevant goals and strategies in place, and help with employer branding by positioning you at the front of the pack.

So, it’s crucial to see your Strategic Plan as a working document in order for it to be useful.

Don’t let it sit in a file any longer!

Next Steps

If you’re reading this article because you are looking to grow your legal business, call one of the Clayton Legal team on 01772 259 121 and let’s have a conversation to explore your options. With our help, your transition can be smoother and quicker.

About Clayton Legal

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

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

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

In the current marketplace, two things loom on the horizon that can directly affect your law firm.

The first is the B-word. Brexit.

Now, I appreciate there’s not much anyone can do about the effect it will have just yet. However, the second trend is something you can address.

And that’s the fact that in a skills short legal arena, competition in the marketplace is fierce as law firms position themselves to attract the top legal talent.

To ensure you are ahead of the pack, you need to consider a strategic plan.

If you have not already got one, it’s crucial to get one in place quickly. If you have a plan but it was developed some time ago and you don’t refer to it – check to see if it’s still fit for purpose and if not, update it.

What Is a Strategic Plan?

All law firms, from the smallest family-run business to a multinational organisation, need an effective strategic plan to help drive business.

A strategic plan is a working document that allows you to put in place a plan to move from where you are now to where you want to be. Sometimes referred to as ‘Escape and Arrival’, it lays out the law firm’s ambitions against specific timelines.

A good plan utilises milestones along the way to enable your legal team to celebrate progress as you move along, boosting morale and keeping you on track.

According to a report in Harvard Business Review, many strategic plans fail due to various reasons including lack of rational goals, refusal to adapt, poor communication and more.

So, when compiling your strategic plan, keep it real. Make it fit for purpose and set realistic goals and deadlines.

And remember, it’s not set in stone – if something isn’t working in your document – change it.

Define Your Goals

Start your plan by outlining your vision: Where are you now? Where do you want to be in the future?

• Consider your firm’s ethos, ethics, reputation and aspirations; these form part of your employer brand and help you differentiate your law firm from the competition. The key points need to be tied into your strategy to give weight to the plan and ensure you are aligned to company beliefs.
• Factor in how you plan to move the firm along to achieve these goals, how you will implement ideas and be able to ensure time, finances and resources are effectively utilised to achieve goals.
• Think about problems that may hold you back. How will you tackle any that arise?
• Is it possible that you may need to consider a relaunch, additional staff or even a change of location?
• I recommend you keep your objectives aspirational but achievable. Setting unrealistic expectations will only serve to demoralise you and undermine your plans.
• While it’s beneficial to have a timescale for your ultimate goals, its equally crucial to check in regularly, celebrating those milestones achievements along the way. More on this later.
• Finally, be clear on who is leading the project and who is responsible for different areas of development. A positive and reliable team is needed to drive the plan to fruition, so choose wisely.

Conduct an Internal Audit

A good place to start your plan is with an internal audit. It will allow you to assess the current state of play. It should include a review of the systems you have in place and their effectiveness, the skills and current knowledge of your employees, and the procedures you currently use.

What works, and what could you improve?

Do your teams work coherently across your law firm, and understand how they fit into the ‘bigger picture’? Are their skills being fully utilised?

Are your systems out of date and do you need to upgrade? A reliable and secure network will allow your employees to access information quickly to leapfrog competitors.

Are procedures time saving and coherent, or could things be done better?

Would you benefit from additional team members bringing new skills and experience?

Check Out the Marketplace

An external audit gives you powerful knowledge of current trends in the legal market and how competitors are faring.

Legal journals, law-related books, news and industry blogs will provide intelligence on development across the legal world and ensure you stay up to speed.

Consider a survey of your current clients. Asking for suggestions for improvement could provide you with a plethora of information that could inspire future goals.

Additionally, if your survey results are complimentary this will bolster your morale – and you could use the accolades for promotion on your website!

Communicate Your Intentions

The strategic plan is not a dusty document to be kept in the boardroom for only senior leaders to view. It’s for everyone to understand and pull together to achieve.

So, always remember to communicate your ideas to your staff – from Partners to secretaries.

Respect your employees by keeping them up to date and ensuring transparency across your law firm.

Additionally, when employees know what is happening in the firm and where its future goals are, it will increase confidence and security, enabling them to engage with the plan.

And engaged colleagues are happier and more productive. So, it’s a win-win situation.

Create a Great Company Culture

Company culture is a buzzword at the moment. It defines the environment in which employees work and incorporates everything from your company ethics to diversity.

As specialist recruiters, here at Clayton Legal we are finding that the demand is now for more than a good salary and benefits package. The move is towards a focus on the culture of a company.

It’s therefore important to assess your company culture in order to ensure you can attract the top talent to your law firm.

So, examine your ethics, values and attitude to inclusivity and diversity and if they need improving, add them into your strategic plan.

Celebrate Milestones

It’s very easy to get caught up in the long-term goals of your law firm. But setting a distant goal may soon seem unachievable, and you may become despondent.

It’s much better to work on a 90-day plan. So, schedule in what you want to have achieved in three months and how you’re going to get there. This will inevitably involve some creativity and forward-thinking, but it will enable you to regularly review your achievements so far and create a plan for the next 90 days based on that data.

Make sure that you address pain points in the plan – ones that are causing current friction in the team or wider firm.

For example, is the processing of court documents taking longer than expected because of faulty or old IT equipment? If so, plan to have new upgraded software installed by date A, and staff trained up to use it by date B.

Celebrate the small milestones along the way. It will boost morale and encourage you and your legal team on to the next base.

Next Steps

If you’re reading this article because you are looking to scale your law firm and achieve your goals, call one of the Clayton Legal team on 01772 259 121 and let’s have a conversation to explore your options.

About Clayton Legal

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

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

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

In a perfect world, every legal professional would have a great manager, dedicated to helping them pursue their career plans and overcoming business challenges. Unfortunately, while there are some fantastic and supportive managers out there, there are some individuals that can only be described as terrible.

It’s a well-documented fact that the key reason employees leave organisations is because of a challenging relationship with their first line manager, rather than their level of compensation or the culture of the organisation as a whole.

I am sure many of you reading this post will have experienced your own terrible boss from hell. No doubt it made it harder to thrive within the organisation. If you’ve ever had an ineffective manager before, then you’ll know how frequent scrutiny or disapproval can damage your confidence.

Whether the person you work for is a micromanager or simply doesn’t do enough to support you, it’s important that you know how to make the most of any situation.

Seek First To Understand

Remember, it’s not the easiest job in the world to manage a team or lead a company, and your manager will be under a great deal of pressure to keep the business running smoothly.

In Stephen Covey’s book “7 Habits of Highly Effective People”, he suggests that one of the most important things a successful employee can do is “seek first to understand, before being understood.” Let’s say you have arrived late for work on a number of occasions during the week because of roadworks and your manager is annoyed and frustrated. Instead of expecting them to understand that you were late to work because of the new road works; look at it from their perspective. If you know that traffic is now a challenge, it’s reasonable that you take responsibility and leave the house earlier rather than getting annoyed that your manager is frustrated at your behaviour. Putting yourself in someone else’s shoes can and will save you a lot of heartache.

Identify Their Triggers

If the problem you have with your manager is that they’re frequently criticising your work, or as we like to call it ‘giving you developmental feedback’, then work out what is triggering their behaviour? Perhaps you aren’t following a specific process that is important? Being open to feedback from a boss is a great way to set the foundations for a stronger relationship and overcoming any personal hurdles that might be holding you back from success.

Prove Yourself

A micro-managing boss can be the most difficult to deal with. If someone frequently hovers over your shoulder, it can feel as though you have no room for creativity or expansion. A good way to reduce micromanagement is to conduct an audit of your work and skills. Think about how you can improve your performance in the role so that your manager has nothing to complain about. A friend of mine says “every day is a school day Lynn”. A learning mindset will help you excel and standout to your manager. Pretty soon you’ll find you are respected, and their micromanaging behaviour becomes a thing of the past.

Become Indispensable

Becoming an incredible employee is a great way to improve the relationship between you and your manager. If your manager often overlooks you, then making sure that you have the right skills to improve profitability for the business will certainly make you stand out to your boss in the right way; trust me, managers are always looking for employees that add value.

And If All Else Fails?

An ineffective boss doesn’t have to be harsh or insensitive. Some employees can struggle to perform well under a manager that simply doesn’t deliver frequent feedback or support to their staff. If your manager, despite all your best efforts isn’t helping your legal career or valuing your contribution It might be time to reconsider your career. First of all, read our comprehensive post on the subject here.Then once you have a plan in place get in contact with us here and let’s have a conversation.

About Clayton Legal

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

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

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

As we head towards the end of the year and get ready to welcome a new one, it’s an ideal opportunity to reflect. That’s why we’ve put together this blog, to help you assess what difficulties the legal sector has faced this year, and how to plan so that 2019 gets off to a successful start.

Challenges and opportunities in 2018

Earlier this year we published research into the legal sector’s biggest challenges and opportunities in 2018. One of the main things that emerged was firms’ fears about how skills shortages might impact on growth. Conveyancing, both residential and commercial, was highlighted as a particular area of concern, as property specialists come under increasing pressure. There’s certainly no shortage of work for those that do specialise in property, and changes to the Law Society’s Conveyancing Quality scheme may add to conveyancing professionals’ list of things to do.

The other major challenge highlighted in our white paper, was the political landscape – no, we’re not quite on to the ‘B’ word yet! At the start of 2018 firms were facing uncertainty over what would happen regarding the so-called ‘whiplash reforms’. Thankfully, as we approach the end of the year there’s much greater clarity, with the reforms having been pushed back to April 2020. We reported back in October that we’d already seen a sharp increase in the number of personal injury vacancies emerging, which offers greater job security for those who specialise in that field, at least for the next year or so.

What’s happening across the market: plan now, succeed later

The good news on whiplash reforms isn’t the only piece of positivity that 2018 has delivered. While the legal sector, and many other professions, have found Brexit to be a challenge, firms have also reported that it represents an opportunity.

The changing relationship with Europe could actually mean that those who specialise in litigation may find themselves in demand, as businesses and individuals require advice. The best thing to do is to plan for all eventualities. Faced with uncertainty and skills shortages, firms’ best bet is to work hard to retain staff now. In fact, research carried out by CIPD shows that 26% of organisations are placing a greater emphasis on developing existing staff. Our blog, ‘Save Time, Money And Resources: Retain Your Best Legal Talent’, has tips on how best to achieve that.

Changes have meant that some situations have become clearer, for example the whiplash reforms. And while some things remain a little foggy – Brexit being a prime example – planning and retention strategies can help secure your success in 2019 and beyond.

Partnering with Clayton

Equipping clients with what they need to achieve their objectives now and in the future is what we aim to do, after all, we’re only as successful as our clients. In order to help you achieve your goals, we use two vital elements:

• Each client has a dedicated legal recruitment consultant
• We build strong, trusting relationships with clients by always taking the time to listen to your needs and challenges. Candidate relationships are key also and we have built up a large database of quality candidates

By focusing on your success, we have reinforced our own values of trust, relationships, and growth. These values are what clients appreciate, and we often share the same values as the firms that we serve, making for a stronger partnership.

We take building positive client relationships seriously, and also strive to build strong relationships with our employees too. So if you’re the kind of firm that is committed to building an employer brand that not only attracts but retains talent, then we could be a good match!

In fact, a prominent law firm was recently struggling to source quality candidates with the right skill set for the role. By upholding the two key elements above we were quickly able to fill the post. Not only did this reduce the demand on the client’s time, it allowed them to focus on their day job, which was much more beneficial for business. The client was delighted with the outcome and commented that “Clayton Legal understand what we want and deliver by taking the process away that leads us to being able to concentrate on the business.”

Of course, each client measures success differently, although 91% of clients have reported being really pleased with Clayton and the results of working with us.

Talent can be the scarcest resource, which is why our goal is to use our market expertise, insight and networks to ensure that we provide the right people to the right firms, so that they become their greatest asset.

Clayton Legal’s success stories

We’re delighted to hear such positive feedback and are proud to say that we have filled over 3,000 placements in our lifetime. We have worked alongside firms to recruit positions ranging from:

• Partners to Legal Executives
• Solicitors to Paralegals
• Legal IT personnel to Practice Managers

Our ongoing dedication to and passion for legal recruitment means that we’re continually refining our knowledge of the market and improving the service we offer to clients.

As part of our continual desire to improve, we have achieved the following successes this year:

• 2018 has seen our fifth continuous year of growth, which is testament to our MD Lynn, the work of the whole team, and the fantastic clients that we serve.
• It’s not just in a financial sense that we’ve grown. From our base in the North West, we’ve expanded across the UK and are proud to be supporting clients as far afield as London, Birmingham, Leeds, Bristol, as well as the South East.
• This year we’ve also introduced a service providing locum professionals across the legal landscape. We understand that sometimes your firm needs a helping hand without taking on the financial responsibility of an entirely new member of staff; a locum worker is a great alternative.

Looking forward to 2019

While we’ve celebrated some of our own successes here, it’s been a good time for the legal profession as a whole, despite various obstacles. Indeed, at the end of November the number of solicitors on the roll was 192,516, up on last year and at the highest point in 2018. The sector is proving to be healthy, regardless of its challenges.

This is reflected in our 2018 Salary Survey which highlights that, despite ongoing skills shortages in areas like conveyancing,  firms have felt more positive about the availability of legal skills in general. And while there have been plenty of challenges in 2018, they have been balanced with opportunities. We’re certainly looking forward to 2019 and continuing to support law firms with their needs.

And if you’re thinking of recruiting, it’s not too late to get things underway before Christmas. We’ll be here until the 24th of December and will be more than happy to help with whatever recruitment challenge you’re facing.

Whether it’s a last-minute locum emergency or a full-time employee for 2019 expansion plans, call us on 01772 259 121 and one of our talented consultants will be able to assist you.

In the meantime, you might like to find out more about what a specialist firm can bring to the table in our blog: Big firm, little firm…get the best from your recruitment provider.

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

Have a very Merry Christmas and a Happy New Year!

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

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

Weigh up your options

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

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

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

The end of the year; time for a change?

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

Important considerations

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

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

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

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

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

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

How a recruitment agency can help you decide

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

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

Decision time

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

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

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

Pay scales are a prevalent topic of conversation in almost all legal circles. However, in recent months a great deal of the discussion around remuneration has been leaning towards rising newly qualified pay, and away from the ever important topic of the gender pay gap. According to a recent study from Deloitte the gender pay gap won’t close until 2069, and as a profession known for its male heavy leadership teams, the legal sector needs to do more to address the gulf.

Gender equality – Are legal firms making progress?

The profession is certainly making progress. Earlier this year eight London law firms were recognised in Business in the Community’s Top 50 Employers for Women league table for championing gender equality. The annual league table recognises businesses that ‘demonstrate gender equality as a key part of their business strategy’ throughout all levels of their organisation – including leadership positions.

Gender equality is a concern for a number of sectors, but the legal profession frequently finds itself under fire for a having a lack of women at partner level. However, Linklaters, Addleshaw Goddard, CMS, Eversheds, Hogan Lovells, Herbert Smith Freehills, Pinsent Masons and Simmons & Simmons proved themselves worthy of a place in the top 50, by demonstrating a ‘commitment to creating workplaces and cultures that are inclusive of women.’

The gender pay gap – a long game?

However, Deloitte’s analysis not only indicated that pay parity won’t be achieved until 2069, 99 years after the equal pay act of 1970, but also that the gulf widens over time in all 10 of the most popular graduate careers surveyed. A recent salary survey from The Law Society supports Deloitte’s findings, indicating that while on average men earned 19.2% more than their female counterparts, the gap is widest for equity partners.

So while many firms are working to make their cultures more inclusive and diverse, it is clear that few are tackling the pay crisis head on. Firms need to ensure that they actively work to address the pay gulf, particularly at partner level, to guarantee that they attract and retain the top talent. Many firms are working to encourage women to stay in the profession by offering flexible working policies that allow them to effectively balance their work and home lives, but as discussions over gender pay find themselves back in spotlight, practices need to ensure they are working to close the gulf or risk losing some of their most talented professionals.

Do you know what you are worth – why not take a look at our salary survey