The term “Neurodiversity” is not exactly new – although there is still arguably some uncertainty about what it means, and how specifically it is relevant to the world of work.. The topic has become a much-discussed aspect of DEI in recent years and the impact of its cultural recognition and widespread advocacy – having made many aware of the potential that lies untapped in this group of individuals – has seen the term not only find its way into everyday vernacular, but also spark a change in company hiring practices, with a genuine attempt now seen from businesses to understand and embrace the value such talent can offer, and strive to support them by adapting their hiring practices. 

But despite the focus on the latest update of today’s DEI initiatives, the question remains: has all the buzz translated into a real change in the fate of cognitively diverse professionals when it comes to employability?  

As widely acknowledged, diversity plays a pivotal role in recognising and embracing the inherent differences in human brain functionality. It should, therefore, be clearly reflected in a company’s recruitment process if they genuinely aim to empower neurodivergent candidates and support their success at every step of hiring. The significance of accommodating neurodiversity cannot be underestimated, as it profoundly influences the potential success of these individuals in any position they occupy. However, the question remains, do most recruitment processes today truly embody these principles?

Are Businesses Just Paying Lip Service?

The latest ONS research revealed that the employment rate for people with autism in the UK sits at just 29%, a figure lower than the rate for those with other kinds of impairment, with unemployment rates for the neurodivergent community overall at 30-40%.. A later report written by Auction, an IT consultancy, as part of a survey to investigate neurodiversity in work, found that a third of people with autism admitted that going through traditional recruitment processes was the most difficult part of their career. 

It was also found in a recent EqualTech report by SpartaGlobal that just 21% of survey respondents actually work for businesses that tailor their recruitment practices to neurodivergent candidates, despite 87% of them stating that neurodiversity will be an absolute priority for their companies in 2023. 

So, are employers simply paying lip service? While a lack of commitment to changing engrained recruitment processes to support neurodivergent individuals is a plausible (and apparent) reason for the disparity in expectations and reality, another probable one is the failure of employers to make this aspect of their DEI initiative part of a structured, wider recruitment strategy. Efforts to adapt hiring practices for the benefit of neurodivergent candidates are more often seen in only some stages of the recruitment process, rather than at every point possible, ultimately leading to a disjointed and ineffective approach. 

Eliminating Unconscious Bias In Hiring

Take blind hiring for example. It is a DEI strategy employed to eliminate unconscious biases that can arise from relevant but unnecessary information (such as names, age, years of experience, or level of education) that employers pick up at certain stages of the hiring process. It makes the employer unable to discriminate against candidates because of the lack of information that triggers unconscious biases.

While its value is clear, with successful implementation increasing the likelihood of candidates from minority or disadvantaged groups making it to the interview stage, its potential cannot be maximised unless it is supported by complementary strategies at other stages of the hiring pipeline. One such strategy is the targeted recruitment of neurodivergent candidates through the use of a talent pipeline, which addresses the fact that the strategy of blind hiring cannot increase the diversity of interview pools if not many candidates from the neurodiversity community apply in the first place.  

Building the Foundation for Holistic & Bias-Free Hiring

When talking about implementing complementary strategies, certain things must be set in stone. To begin with, a law firm must be clear on its objectives for its recruitment process. As the starting point and the thread that will be running through your entire recruitment process, how well your objectives are clearly defined and communicated throughout your team will determine the quality of the changes you make in your hiring practices and how effective they will be in facilitating the achievement of said objectives. Whatever that objective may be, whether it’s to improve efforts to adhere to corporate social commitments through an inclusivity-centric process, or to simply improve workforce productivity across the business, it must be well-conveyed and well-supported by the leadership team in the firm at all levels. 

Creating Your Target Persona

Once clear, your objectives should inform the creation of your target persona. The profile you create to represent your key target will not only give you a concrete idea of the skillset you are looking for in your ideal candidate but will also give you the opportunity to test and falsify pre-existing notions and ideas about what you believe is needed to be successful in the role. Are there any assumptions about the importance of social skills or personality traits in the performance of the role? What impact would it have on performance if these skills were absent? Critically assess your selection criteria to eliminate possible biases that can creep in, and ensure it is fully justifiable. 

 It is your target persona that will then determine how you rework and adapt your hiring practices, at every point of the entire recruitment journey. This aspect is where organisations tend to err in meeting the needs of neurodivergent candidates. The true purpose of the hiring process, which is to assess the necessary competencies and traits required for the role, as well as the candidate’s willingness and aptitude for growth, is only partly acknowledged, and at certain stages of recruitment.

This leads to the many flaws still seen in hiring practices, such as the emphasis on social interactions in interviews, which can be particularly difficult for some neurodivergent individuals who struggle with social cues and communication (verbal and non-verbal). 

Stage One: Effective Job Descriptions 

Any recruitment process built to facilitate the success of neurodivergent candidates must be reworked and adapted from the starting point to the endpoint; in other words, it must begin supporting candidates before they get to the interview stage.

Its success starts right from when candidates read the job descriptions that advertise these roles, and get both the information and the accessibility they need to proceed with the application, not simply one or the other. This involves things such as the kind of language used, as well as the choice of terminology to describe the skills required for the role. With job descriptions that are designed to cater to neurodivergent candidates, the watchword to follow is clarity; your choice of words should clearly and plainly describe the role and the requirements necessary to be considered for progression. Outline which ones are must-haves in a simple and presentable format (a simple bullet point of skills required works best here) but avoid unnecessarily broad and generic phrases like “must be a good communicator or “must have strong teamwork skills’’, especially if they are not traits required to be effective in the role. They attach an unneeded sense of exclusivity to the required competencies that can mislead candidates into thinking they are not adequately qualified to apply.

You can add in a section clearly listing skills that are desirable, but take care not to bloat your job advert with a skill wish list, as this can equally be as off-putting to neurodivergent individuals. 

Consider An Accommodation Statement

Another good way to demonstrate your willingness to support applicants is to explicitly let them know you intend to do so through an accommodation statement. This is a crucial but often overlooked aspect of job adverts (if they’re even included at all), as it can help to eliminate the source of their worries when considering applying. Letting them know that they will receive the necessary support and accommodation should they need it, helps to break down the initial mental barrier that can prove problematic during this first stage of the hiring process.  

Stage Two: Review & Interview

Whist an adapted ‘traditional’ application process is still the best method of assessing candidates for some businesses, unconscious bias does remain an issue at this stage, and the adoption of alternative evaluation methods can help to mitigate this. In addition to the practice of blind hiring suggested previously, you can consider using a scoring system against a set of questions. This approach puts the focus on experiences and skills that can be overlooked in favour of good CV writing skills or a first-class honours degree. Other methods like video submissions, workshops, and telephone applications are approaches you can and should be open to – the onus is on you to experiment and get creative with your recruitment practices! 

The interview stage has always presented the biggest challenge to overcome for neurodivergent candidates. And, whilst it’s not realistic to discount this stage in its entirety, they should not be the sole evaluation method, but balanced with other assessment techniques in order to provide a fairer and more accurate appraisal of candidates. For example, consider assigning less weight to interviews in the overall evaluation process and couple them with a work trial instead, to allow for a more skills-focused assessment of suitability for the role. 

Equally as important, is your level of proactivity in offering reasonable accommodations during this stage. Not only does this create the optimal conditions needed for the interviewing candidate to perform at their best, but it also helps to quell any anxiety that may arise because of the occasion. It also communicates a willingness as an employer to do everything you can to see that individual succeed. Whether this involves arranging for flexible interview locations, permitting the use of screen readers during online assessments, or even providing interview questions via chat during virtual interviews or before an interview to enhance accessibility, you should ensure you’re well-prepared to facilitate their success. 

Stage Three: Post-Interview Process 

Following the interview or review stage, the focus should be on providing constructive and prompt feedback to candidates. Avoid the common mistake of ‘ghosting’, and instead communicate your reasons for your decision on the outcome of their application process, openly and transparently. Let decisions made on their suitability be made primarily based on the competency demonstrated for the role, and avoid making hasty judgements based on what might be perceived as ‘awkward’ moments, unconventional body language, or a perceived lack of social skills, as these may not have any impact at all on the candidate’s ability to perform the job effectively. By building this two-way line of communication you are not only fostering transparency across the recruitment team but are also improving your hiring process. 

The recruitment process for any legal candidate can be overwhelming – and the same applies for the law firm itself, particularly when market conditions are challenging. Recruiting under pressure can mean that processes aren’t followed in the same manner, including ethical recruitment practices and standards, albeit temporarily. In short, practices designed to ensure the highest standards of professionalism, fairness, and transparency is key. 

Stage Four: Onboarding 

Although it is one of the less obvious aspects of the recruitment journey when the contracts are signed and the start date has been agreed, onboarding is a process that requires just as much attention and preparation as any other stage when welcoming a neurodivergent employee into your team.

Onboarding neurodivergent employees is not a one-size fits all approach. Employers need to be acutely aware of how their new recruit works, in order to understand how best to engage and optimise the potential their talent brings. 

Educating the existing team with diversity awareness training in advance of a neurodivergent colleague starting is crucial, as it will ensure that colleagues know how to communicate with the individual, learn about and understand particular characteristics and preferences while respecting their privacy & dignity. It also helps them avoid making presumptions about what the best way to carry out the onboarding process is. For example, common icebreaker activities that are used to help introduce new employees to the team can be quite stressful and anxiety-inducing for neurodivergent individuals and often end up becoming counter-productive. A better way to approach it would be to speak with your new starter beforehand to find out how best they would like to meet their new team members and ideally have a conversation with the management or other senior figures about their new colleague so that the team better understands what to expect in the short, medium, and long term. 

As such, a line manager or management team that is willing to be supportive and patient enough to train up their new employee is key to the success of their onboarding. They need to know that no matter the need, their manager is always approachable and available to help. This is also where the help and input of colleagues to help the new employee ease into their new environment can be instrumental. Quick but regular check-ins via email or inviting them out for a bite at lunchtime can go a long way in helping the individual to settle in and quickly feel part of the team.

And Finally

Much is written about the importance of organisations reviewing (and amending) their recruitment process to enable cognitively diverse candidates to showcase their strengths. However, recognising the value of neurodiversity in the workplace and facilitating their success, is just the beginning of a larger journey towards fostering an inclusive and thriving workplace culture. Efforts to support neurodivergent candidates should extend beyond the recruitment process, as neurodiversity should be embraced as an asset that brings out the unique perspectives and talents of all employees. This is how you as an employer can build an inclusive culture in the workplace and maintain a supportive environment, to ensure your workforce is fully optimised. 

In a much-documented skills-short market, ensuring that the proverbial net is cast far and wide is critical for law firms to remain competitive, and their hiring objectives on track. Revaluating your recruitment process is an easy way to tap into the wide range of neurodiverse talent who may have been overlooked for employment, or put off reaching out proactively by that critical first experience and interaction with your 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.

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.

Whether the news of your soon-to-be ex-employee leaving represents a big blow for your firm or a possible weight off your management team’s shoulders, the reality of employee turnover is and has always been an unavoidable part of business, come rain or come shine. But like all inevitabilities, how it is prepared for and dealt with determines what it brings for a company, and this rings true for any firm looking to thrive in a market filled with unpredictability. 

So, if you’ve just had your talented and likeable Senior Conveyancing Solicitor come and tell you they are leaving to go and work for a competitor, how do you react? Do you panic and wrack your brain for a way to make them reconsider their decision? Or do you perhaps treat the issue as something to avoid losing time and resources over, and wish them the best of luck as they depart for pastures new? 

 Do you make keeping them a priority, and should you even try? 

 If that individual is a big asset to the firm – reliable, motivated, hard to replace (or expensive), and now planning a move to one of your biggest competitors (and perhaps with a time-sensitive caseload on their plate) you will be tempted to offer them the moon to stay. Additionally, the true cost of losing an employee can be prohibitive – hiring fees, recruiting time, onboarding and training – not to mention the nose-dive in morale for other employees who see a valued and talented colleague walking out the door. 

 But a word of warning. A counteroffer may not be the solution it initially appears, as all angles of the situation need to be looked at before going down that route.  

Why Employees Leave 

What you should be wary of when looking to convince the employee to reconsider their decision, is going into the conversation with a financial incentive in mind as your bargaining chip. Research states that 50% – 80% of employees that accept counteroffers end up leaving their employer within 6 months due to the same issues that led to their initial decision. The fact is that it’s rarely a salary issue that sees employees leave to take up another job offer, so the chances that an offer of increased salary will keep them at your firm are slimmer than you might think.  

Rather than an issue of compensation, the following are the biggest reasons employees typically begin embarking on a search for pastures new: 

Lack Of Career Progression

If an employee feels they have climbed as far up the career ladder as they can with your law firm, they are going to start casting their net elsewhere to discover better opportunities. A survey last year conducted by Go1 discovered that 60% of employees that were found to consider leaving their job in 6-12 months’ time, cited a lack of career prospects as their main driver. When a promotion has long been deserved but is not forthcoming, employees will begin to look for it elsewhere.  

The same can be said for job satisfaction from a more micro perspective. When an employee’s work doesn’t provide the necessary stimulation for growth or progress that it should, it leads to the dangerous drops in work ethic that the resulting boredom brings. Perhaps your Conveyancing Solicitor has been dealing with the same clients doing similar work for several years and yearns for a new challenge. Or your Portal Fee Earner has been hoping for promotion to Team Leader for some time but hasn’t been successful. If an employee doesn’t feel stretched or challenged in their job, they become disinterested and disengaged. Then disinterest quickly transforms into boredom, and this eventually manifests in a search for something else to extend their capabilities. 

Poor Management 

People don’t quit their jobs; they quit their bosses, and this remains the case today for law firms. Poor management practice can do a lot of damage, – killing employee morale and impacting engagement levels – and consequently make the work environment a barrier to, rather than a catalyst for employee success. A workplace that doesn’t encourage ‘out of the box’ thinking or is inflexible with its staff is not going to facilitate success on an individual or collective level, and this is especially the case with legal professionals today, with whom working with an employer that shares and lives out similar values to theirs is now much more of an expectation than a luxury.  

Employees need to feel valued and respected. They need to look forward to coming to work and enjoying their job. Having these aspects of the work culture in place enables them their drive not only their own career progress but that of the firm too. 

Opportunity To Join A High-Profile Law Firm 

Blinded by the dazzle of the prestige that comes with working for a top law firm, an employee might feel the urge to leave just to be part of a highly-reputable business. While it’s hard to argue with this one, they (and you) should be warned of the possible pitfalls. Does the firm have a good reputation? Does it have a high staff turnover? Both parties should weigh the pros and cons involved.  

Better Work Life Balance 

Some things money just can’t buy, and this is one of them. Even in a period where flexibility and healthy work-life balance is high on the priority list of legal professionals, burnout remains common among many today. The nature of the work life involved in the legal profession – as well as the prevalent workaholic culture that pressures many into sacrificing their own well-being for their firm’s success – inevitably drives many employees to look towards leaving a position to try to claw back some time for themselves and their family.  

Asking The Right Questions

The best way to approach the conversation is by asking a few questions to get a good indication of why your employee is considering leaving. Keeping them general to begin with is best, as not everyone will be willing to discuss their reasons for leaving a job.  

A simple “What’s go you thinking of leaving’’ followed by a question asking whether they’d like to discuss it is a good way to get the conversation started. Asking questions can help you understand the underlying issues that have gotten your employee to the point of seriously considering leaving. Ideally, discussing these concerns can help you identify problems that you have the ability to address and  retaining your employee. 

And, even if they remain unconvinced, you will at the very least have learned  from their experience and can make improvements for future employees. Regardless, by addressing the issue and doing your best to find a resolution, you have ensured that you’ve done everything you can to take appropriate action.  

Making Your Counteroffer 

If you intend to make a counteroffer, start by asking your employee the following questions:  

1. Do they enjoy working at your law firm 
2. Can they envision a future there? 

 If the answer to both questions is yes it is worth considering a counteroffer. Begin by offering non-financial incentives to encourage them to stay, as we’ve already that these are unlikely to solve the issues at hand. Instead, consider the following alternatives:

• Foster a workplace culture that embraces diversity and inclusion. 
• Explore flexible working hours, including options such as flexitime for employees experiencing stress or other options, such as working from home. Employers who are more open to alternative working arrangements tend to be more respected by their teams and see better levels of staff retention. 
• Assign them a role that plays to their strengths. Is there an opportunity to move the employee into a position that better suits their skillset and ability? Is there a project/case they could lead on which would challenge them? 
• Provide mentoring opportunities – a great mentor can provide invaluable insight, support and guidance to an employee who is struggling with their career. 
• Address management issues promptly, as there’s no excuse for poor behaviour in the workplace at any level. Bullying, harassment or just downright rude bosses or staff need to be dealt with ruthlessly. 
• Consider hiring additional staff to alleviate workload pressures. If workload overwhelm is the issue, then a temporary or permanent staff addition can reduce pressure on current employees, and lead to an increase in productivity, as well as fewer absences due to stress. 
• Establish a clear progression pathway. Everyone wants to feel they can achieve their career ambitions through their work and see tangible progress.  
• Develop an employee development plan that shows a clear training, development and progression route for each employee. This will give individuals something to aim for and ensure they are more likely to stay and grow with your law firm. Remember that taking tangible actions is crucial for the success of your counteroffer.  

Potential Pitfalls To Be Mindful Of 

Even more important to consider than the pros of a counteroffer are the potential drawbacks involved. The following should be considered before proceeding:  

• Could offering a salary increase create imbalance across the team?  
• Will other team members pressure for a salary rise when word gets out – and if so, can you manage expectations? 
• Will you get a reputation in the market for overpaying that could lead to unsuitable candidates clamouring to join your law firm for the wrong reasons? 
• Can you even afford an increased financial offer in the first place? 
• Is there a real chance of the employee taking your offer for granted? Could they continue performing at previous levels or become complacent, even arrogant, because they got their way?

Moving Forward

Whatever the outcome, you may want to consider ways to improve staff retention going forward; improving firm culture, opening lines of communication to provide transparency and most importantly, valuing your employees. Using conversations around why an employee wants to leave can be a strategic opportunity to reflect and make improvements internally. 

As a Manager of Business Leader in the Firm, you should always be on alert for the signs that key individuals may be a ‘flight-risk’. In today’s changing legal landscape, issues like disengagement, burnout, and even “quiet quitting” are becoming increasingly common. But if you can recognise these signs ahead of time, there are still things you can do to re-ignite your staff’s passion for your firm and prevent them from seeking other employment options…hopefully long before the conversation around resignation and counteroffers is even on the table. 

Moving On?

If despite reasonable negotiation, the employee still intends to leave, it is best to agree to part ways amicably and wish them well. Remember, life is about change. If it’s time for them to move on, let them resign gracefully. Don’t be tempted to behave childishly – that will only get the rest of your team thinking about starting their own covert job hunt. 

Instead, consider celebrating their contribution with a kind Thank You gesture. That’s the best way to build trust and successfully manage your legal team. 

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.

Even after a tumultuous couple of years during and following the Covid-19 pandemic, 2023 also brings with it certain challenges for law firms.

Economic pressures, talent retention, and for many, adapting to the permanency of hybrid working are all factors that make business-as-usual still pretty unpredictable.

And, as well as a necessary focus on retention and recruitment of employees, law firms will no doubt be conscious of their business strategy, growth plans, and the retention of their client base.

It goes without saying that earning a client’s trust is paramount to the success of your law firm.

Additionally, you work hard for your clients and to maintain and build your legal professionalism. Retaining clients and your place in the legal marketplace requires strategies to help build relationships and keep those clients coming back to you as their firm of choice.

Client retention means you can avoid spending a lot of valuable time in marketing your law firm to earn new business. Also, happy clients who return to your firm may even provide a lead to additional work if they recommend you to others in their network. This can be a huge boost, especially if they have wide-reaching connections.

So, how can you help retain those valuable clients and increase your repeat business, thus placing yourself well ahead of the pack with a continued focus on growth? Here are our five top tips that could accelerate retention levels and see your firm’s reputation rise.

1. Communicate

How often do you hear clients complaining that their solicitor doesn’t return their calls, or that they don’t know where things are up to in their case?

Your clients want to feel valued, and it’s easy to make them believe their business is important to you. Start by returning their phone calls or emails. You can delegate some of this work if necessary, but if correspondence requires your personal attention – make the time to address it. This could be as simple as setting aside a specific time each day and blocking off your diary to give you space without interruption to answer clients’ questions.

2. Be Honest

Things don’t always go to plan. It’s critical for your legal team to be able to handle bad news, as well as good, and deal with unexpected results.

Therefore, it’s vital to be clear with your client that you can’t guarantee results. Managing potential outcomes can be tricky, but preparing your client from the start will make results easier to handle.

Remember that your clients have come to you at a time that they need assistance – it could be any one of several challenging issues in their personal or professional lives, and they will want to hear positive news from you.

But honesty is essential. Don’t be tempted to give false hope and be clear that there may be problems or even a negative outcome if you believe this to be the case.

It’s also essential, to be honest about your performance as a provider of legal services. For example, if you are late with documents, admit it. If a client discovers you were untruthful about a small issue like late documents, they will doubt you over more significant issues. Aim to protect your firm’s integrity in all circumstances.

3. Bill Clients Accurately

Overbilling or charging in a way that was not clearly demonstrated initially to the client will not help establish your firm’s professionalism.

Therefore, invoices should always correctly reflect the work done. Time tracking and billing software can help your firm create accurate bills, avoiding unhappy clients who believe they have been overcharged, and resulting in faster payments and higher levels of customer confidence in your firm.

Additionally, you may wish to offer various billing options such as fixed fee, hourly billing or flat fees for services – clients have different preferences, and to keep ahead of the pack it’s a good idea to consider offering different options. Being agile in this way could be the difference between keeping and losing a client.

4. Remain Professional

Of course, the most critical aspect of retaining clients and gaining market position is to complete the legal work you have taken on; providing services that are effective and offer value to your clients.

Meeting deadlines, employing skilled solicitors, and handling cases efficiently will ensure clients recognise your professionalism and return to use your services again – as well as recommend you to others.

Equally pivotal to ensuring your law firm remains relevant is to keep all your employee’s certifications up to date, and make sure you stay informed about legal changes and court decisions.

5. Consider Diversifying

It may seem a bold move, but diversification can give you an advantage over competitors and place you ahead of the curve. Addressing the ‘where’ and ‘how’ to scale your law firm should be considered carefully and will be dependent on your current position – both geographically and in terms of client base and marketplace.

Dramatic strategy changes may seem radical, and remaining credible is paramount, so you may wish to consider small steps if looking to increase your service offer. If you choose to consider this route, a good place to start is by re-examining your strategic plan to highlight areas you could develop as well as ensure you are on the right track for success.

Following these top tips will help you create better client retention, enhance your reputation and keep you one step ahead of the competition in a crowded legal marketplace.

Next Steps

If you’re reading this article because you are looking to develop your legal team, we’d love to be part of that conversation.

Don’t hesitate to call one of our regional or practice area specialists on 01772 259 121.

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 Salary Survey & Market Insights Report Here.

Talent planning in 2023 – how can law firms ensure they are attracting and retaining the best talent in a job landscape that has been altered significantly by the pandemic?

In recent years, the U.K. legal profession has changed to meet client demands in terms of staffing, regulatory changes, the services that they offer – all in an increasingly skills-short market.

Skills shortages have become the norm in many areas of law, with mid-level professionals the most sought-after demographic; digitally skilled employees are also in high-demand, particularly since the pandemic.

Rapid growth in certain areas of law this year, namely Property Law, Conveyancing and Family Law, has only added to the challenge of finding exceptional candidates who say ‘yes’ to your job offers.

Today, we look at what factors are going to affect talent planning in the legal sector in 2023, and what your law firm must do to react.

Planning Your Talent Pipeline to Avoid Potential Risk Factors

Starting the new year by focusing on filling your talent pipeline is a must for any law firm looking to hit the ground running next year, and hit their hiring KPIs.

Identifying potential future roles for your changing law firm is a must. Think about how your organisation is likely to change, or areas you want to expand into.

There may not appear to be any signs of your current team leaving, but when you assume that no-one is planning to leave, this puts you in a risky position.

If your top family law solicitor handed in their resignation tomorrow, would you have anyone lined up to take their place?

With such a strain on many areas of law currently like family, property and commercial, the team’s workload would become unmanageable if a position lay vacant.

Working on your talent pipeline involves a focus on your employer brand; your online presence. Are you promoting your brand online as a great employer? Is your website mobile friendly? Do you regularly engage with legal professionals across your socials?

Building your talent pipeline takes work, and it’s easier when you work with a legal recruiter who will guide you through all the various stages involved.

Don’t let the potential risk of an unexpected vacancy get in the way of your success this year – start planning your talent pipeline now.

Finally, let’s look at how next year’s budgets could affect your legal talent planning.

Getting the Most Out of Your Budget

Legal business leaders understand just how essential budgets are going to be in 2021.

You will only have a set amount towards recruitment, and in our post-pandemic world, budgets are getting tighter everywhere.

One way businesses try to save money is by slashing budgets, but what smart law firms do is make sure that they are getting the most out of the funding they do have.

This means working with a recruiter who guarantees your investment and offers money-back guarantees to ensure peace of mind, like Clayton Legal.

When you are working with a tight recruitment budget, getting the best ROI is vital.

The cost of a bad hire can run deeply into your business. From interruptions to workflow, wasted time and training costs, and the cost to re-hire – wherever you are spending your recruitment budget next year, it needs to be with a recruiter who will guarantee your investment.

Talent Attraction – What do Candidates Want?

Knowing what you want from your legal candidates and finding them are two very different things. Our recruitment services are often called in when employers are struggling to find candidates with the right skills, attributes and attitude – the right mix can be hard to find, especially in a world where legal job roles and priorities are changing.

From the candidates we speak to, we have identified three areas to focus on which will help you attract and retain top legal talent.

Training and development – The pandemic might have got in the way of learning and developing in your law firm this year. Still, the most valuable candidates are looking for companies where they will be continually developed.

Digital focus – Alongside legal and personal development training, legal employers who are keeping ahead of the digital curve will also attract the best talent. Law firms that struggle to offer comprehensive digital tools and training in a world where remote working is on the rise could fall behind.

Flexible arrangements – Since the pandemic, employees are more aware of the benefits of a hybrid working culture. Employers who can offer the choice to work from the office, from home or a mix of the two will attract a broader range of candidates.

In an ever-increasing skills-short market, failing to offer what candidates are really looking for could affect your recruiting process.

Getting your recruitment offer right is just one factor involved in talent planning.

Talk to Clayton Legal today about how we always guarantee your investment, and how our expert recruitment process will add value to your law 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.

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.

We’re living in a world where the demand for talent significantly outweighs the number of available candidates in search of legal roles. More than half of U.K. businesses are experiencing skill shortages, and countless worldwide organisations struggle to fill critical positions.

Factors like the Great Resignation, the rise of remote working, and changing employee priorities have made it harder than ever for legal leaders to fill their employment pipeline. In this environment, businesses must access the right support.

A specialist legal recruitment partner with expertise and experience in your industry makes it easier to find the people capable of transforming your team. Here’s how you can identify the right one to work with in 2023.

Why Law Firms Need Recruitment Partners

Currently, around 80% of organisations say they have difficulty filling positions due to a lack of available skills.. As unemployment levels continue to drop, the quest for talent will likely become even more challenging for modern brands.

Having a legal recruitment partner can be the ultimate way to stay one step ahead of the competition and ensure your firm can thrive in the years ahead. Companies like ours have spent years cultivating networks that offer extensive access to top talent.

We can tap into “passive” candidates who may not be actively searching for new roles. As recruitment experts, we are skilled at positioning firms to the right candidates by offering help with social media marketing, job description writing, and interview setting.

A legal recruitment partner gives your firm the extra support to quickly track down the right talent and build a pipeline of available experts. They know where to look for talent and can help your business to appeal to every part of the workforce.

How to Choose the Right Legal Recruiting Partner

Choosing the right legal recruitment partner can be a daunting task, especially when there are so many options available. The key to selecting the right partner is to carefully evaluate all of the factors that they bring to the table. A legal recruitment expert has the potential to save firms time, money, and headaches in the search for legal talent. However, the success of your new strategy will depend on your ability to choose the most suitable company for your business. Here’s how to get started.

1. Look at Their Brand Presence

Branding and online presence are growing increasingly important to the recruitment landscape. Countless candidates check a company’s “employer brand” before deciding whether to work for them. They’re also increasingly active on digital channels when searching for jobs. Around 90% of candidates now use social media in their job search.

To ensure you can adhere to the changing recruitment landscape, you’ll need a legal recruitment partner with an excellent image and a strong online presence. After all, if the company fails to market itself effectively online, it may also struggle to promote your vacancies.

Search for active social media pages across LinkedIn, Facebook, and Twitter. It’s also worth looking at how frequently your legal recruitment team shares thought leadership content and blog posts to support their sector.

2.Prioritise Industry Experience

Every industry has its specific nuances to consider when it comes to recruitment. People in the technology landscape are looking for different things from their employers than those in the engineering space. These groups have different messaging, unique priorities, and different expectations. As such, finding a recruitment partner who knows your space is important.

A specialist legal recruitment partner will understand your landscape and the kind of candidates you’re trying to reach. They’ll know how to position your job descriptions, what types of copy and content will attract employees, and even where to look for passive candidates.

A recruiter with a good knowledge of your sector will also be able to match a specific individual’s skills more easily to the goals and requirements of the role in question.

3.Explore Recruitment Service Options

Different legal recruitment partners can offer different kinds of services to their clients. Some work on specifically filling roles as they emerge in the company, while others fill talent pipelines with various candidates. This may even involve reaching out to the 70% of candidates who aren’t actively searching for a new job when you’re hiring.

Various recruitment partners can also offer different levels of assistance with the recruitment process. Some can help with writing job descriptions and social media posts, so you can improve your chances of reaching the correct audience with the right language. They may also offer help with your interview and shortlisting process.

Some recruitment agencies will offer ‘contingency’ recruitment services whilst others can speak to you about ‘retained’ – normally a fully-tailored recruitment service, typically suitable for more senior hires who aren’t on the active market,

The level of assistance you need and the extent of the service you’re looking for will help you to determine which partner is right for you.

4.Check Case Studies and Testimonials

Reviews and testimonials are an excellent way to get a behind-the-scenes look at the kind of support you can expect from your legal recruitment partner. Your chosen company should have a website to showcase case studies and details about previous client interactions.

Look through the messages left by other clients and legal professionals, and find out as much as you can about how happy they were with the speed, accuracy, and guidance offered by the recruitment team. Aside from checking the company’s website, you can also look across the general digital footprint for additional business comments.

A recruitment company’s social media page can be an excellent place to look for quick messages from happy clients or posts showcasing recent reviews.

5.Get in touch 

Finally, once you have a shortlist of the legal recruitment partners you might want to work with, it’s worth reaching out and arranging a time to talk. A conversation with your recruitment partner can help you to answer a lot of questions you might have about their service, how much support they can give, and how they’re going to communicate with you in the future.

Speaking to the recruitment experts also allows you to test their knowledge and build a rapport for future interactions. A good recruitment company should be ready and willing to arrange a meeting with the stakeholders in your time where you can discuss all of your concerns. Depending on their location, they may offer various forms of communication, such as video conferencing, calling on the phone, or face-to-face meetings.

Whether you already have an internal team responsible for hiring, or you outsource this to sector specialists, using the services of a reputable legal recruiter can add a huge amount of value to your hiring strategy. Finding a partner that can act as an extension to your own business and is flexible and adaptable in their approach is key.

Ultimately, in our 25-year experience, all legal clients we speak to are looking for four things – speed, a reduced workload, personalised relationships and ultimately, results.

And, although time is a precious commodity (in law, particularly), doing your due diligence in selecting and identifying an agency you can trust to deliver is time well spent in the long run.

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.

Taking the right approach to training your legal hires is one of the most important things any employer can do. The right education and guidance sets your employees up for success in any role and ensures they can thrive in your law firm.

What’s more, today’s legal employees crave training more than ever before.

A 2021 global workforce report from Randstad revealed that the vast majority of employees worldwide (especially those in the younger age brackets) believe they need to upskill to keep up with the labour market changes since the beginning of the Pandemic. Some other studies show that around 40% of staff members worry their skills will become outdated in today’s quickly-evolving landscape.

However, according to the same studies, 49% of employees want to enhance their skills but are unsure where to begin, and this correlates with the findings from the aforementioned report, which saw the majority of survey respondents say that they are unsure of which skills to acquire due to the rapid changes occurring in the global workforce.

For those in leadership positions at your law firm, the focus areas for training an initial new legal hire should revolve around developing critical soft skills. Most of your new team members already have the technical talents required for their roles. However, you can always look into upskilling and expanding this knowledge later.

Your legal team members need help with the critical skills that will define their future with your law firm. Here are the three areas you need to focus on.

Skill 1: Goal Setting

Goals are critical in any legal role. According to research from Harvard Business School, people who successfully visualise and write down their professional goals are often 20% more successful. Goals act as a compass in any career, giving direction and guidance to your team members.

Start by providing your legal employees with a clear insight into your firm’s core values and expectations for their work. This will help them monitor and measure their performance to ensure they’re delivering the right results. Next, arrange for a meeting during the onboarding process, where you can set different types of goals with your new team member, such as:

• Short-term goals: Define what your new employee should be working towards during the first few months of their position in your firm. As a manager, outline what you’d like to see from them, and ask what they would like to accomplish during this time.
• Long-term goals: Ask about where your employee sees themselves in the future. Do they want to work towards a promotion or a higher-paying role? Together, you can outline a plan for how they can make their targets a reality.
• Development goals: Where would your employees like to improve their skills or become more proficient during their time with your firm? What training opportunities would they want access to, and where do they feel they need the most help?

It’s also worth providing your employees with key tips on improving their chances of successfully reaching their goals. Discuss the difference between setting realistic and unrealistic targets, and look at how you can help your employee to become more focused.

One option could be to set your new legal team member up with a mentor, so they can constantly get feedback on their progress. It’s also worth having regular meetings with each employee throughout the year to see whether they’re accomplishing their goals and what you can do to assist them.

Skill 2: Relationship Building

Relationships form the foundation of any strong firm culture. Research shows positive relations between employees and their managers and colleagues lead to better job satisfaction, increased retention, and boosted productivity. However, many legal employees struggle with creating the right connections throughout the firm.

During the initial onboarding process, when you’re bringing your new team member into your law firm, introduce them to the people they will be working with. Some bonding activities can be extremely useful during this stage to help with breaking the ice.

Next, provide tips on strengthening your team members’ relationships with colleagues and managers. For instance, you can encourage them to:

Be proactive in offering help: Employees who constantly look for ways to support and assist their other legal team members are more likely to be appreciated by the rest of the team. Encourage your staff to be proactive team players.

Take part in meetings: While not all of your business meetings may be mandatory, many provide networking and communication opportunities. Asking staff members to participate in regular video and in-person meetings will help to strengthen bonds.

Develop emotional intelligence: Training your employees on how to demonstrate good emotional intelligence is fantastic for enhancing their relationship-building abilities. They should be aware of how to recognise and understand the emotions of others.

Communicate constantly: Make sure your legal team has a strong culture of constant communication and collaboration. Everyone should feel included in conversations, and every team member should feel as though they have a voice.

Network whenever possible: Allow team members to attend events and networking opportunities. This is a good way to help them expand their relationships in the legal industry and feel more confident communicating with others.

It’s also helpful to have diversity, equity, and inclusion policies, which highlight how each team member should show respect for their fellow workers. If any of your employees seem to be isolating themselves from the group or show a negative attitude towards others, jump in and see what you can do to fix the problem.

Skill 3: Productivity

All legal employers want productive, efficient, and engaged team members. While the support you give your employees in the form of the right technical skill training and tools will help to enhance productivity, there are also steps employees will need to take themselves.

Ask your staff members how they currently pursue productivity in their workflows and where they’re most likely to struggle. If your team members are working in a remote or hybrid environment, they may need more assistance with scheduling their work and ensuring they adhere to deadlines.

Introduce your employees to different methods of boosting productivity, such as:

• Arranging their to-do list: Some employees will find it easier to tackle the toughest jobs first thing in the day. Others will prefer to start with easier tasks and work on complex challenges later. Encourage your staff members to discover what works for them.
• Taking regular breaks: While pushing your employees to be productive at all hours of the day is tempting, we all need breaks. Help your employees to take time out when they need it, by allowing them to step away from their schedule from time to time.
• Tackling one task at a time: Teach your employees that multi-tasking is rarely the best way to generate the right results when it comes to productivity. Breaking large tasks into smaller pieces and working on targets one at a time is more likely to generate results.
• Managing energy (not just time): Give your employees the freedom to adjust their work schedule according to when they have the best sense of focus. In today’s hybrid and remote work world, giving your employees more autonomy can boost productivity.
• Leveraging useful tools: Certain tools and technology in the workplace can assist with productivity. For instance, some team members might use time-tracking applications to discover how long they spend on different tasks. Others might organise their day with a centralised project management system.

If any of your employees are struggling with productivity, it’s important to reach out and find out what’s happening. The problem could be with their schedule and how they organise their day. Alternatively, you could find your employees are experiencing the early stages of burnout. Either way, you can work together to develop a plan to promote the best workflow.

Finally, remember that the success of any new hire depends as much on the kind of training and guidance you give them as their own input and engagement into their work. Getting this part of the onboarding process right not only provides them with what they need to thrive at your firm, but can also help to improve employee retention, and avoid high employee turnover.

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.

Attracting and hiring the most suitable candidates for your law firm or business is becoming an increasingly complex process. In the age of the “Great Resignation”, and still in the throws of a post-pandemic society, legal professionals have grown more discerning about where, how, and when they want to work.
This shift has meant, by proxy, today’s top talent has endless opportunities for employment, not just from local businesses, but global teams hiring remote employees.

Yet a much documented skills-short market, and a seemingly permanent loss of talent from the labour force means that even despite more flexibility from employers, future employees need to feel ‘wowed’ to have their heads turned.

To thrive in this competitive landscape, business leaders need to know how to create the most compelling job offers, in order to stand out to the most suitable candidates.

The question is, as legal employee preferences and priorities continue to evolve, how do you ensure your job offer has the right impact? Here are some of the top strategies you can use to improve your chances of your candidates saying “yes”.

1. Revisit and Asses Your Company Culture

Culture is growing increasingly important to today’s legal candidates. 46% of employees say company culture is vital to inform their decision of which business to work for. Top performers are consistently attracted to organisations that share their personal values, ethics, and priorities.

What’s more, many of the best candidates in the market today want to see evidence they’re going to be employed in a purpose-led job with genuine meaning. Assessing your company culture and how you highlight your values to your candidates is an important step in making your offer more compelling. Ask yourself what kind of values you highlight in your job descriptions, your business website, and even the reviews and testimonials shared by existing employees.

Does your business reward teamwork and innovation? Do you have a strong focus on Diversity, Equity, and Inclusion, to ensure everyone feels aligned in your workforce? Making a company ‘culture’ tangible isn’t easy, but should run through the DNA of your business, including any externally facing communications and collateral where possible.

2. Refine Your EVP

After you’ve ensured you’re communicating your company’s ‘culture’ through self-written messages as well as social proof through employee testimonials, it’s time to start looking at your Employee Value Proposition (EVP). Your EVP is essentially everything you offer your candidates that sets you apart from other employers in the specific practice area and/or region in which you operate.

While there’s more to a good EVP than salary, it’s worth making sure you’re paying your employees what they deserve. Research the typical pay rates for the kind of jobs you’re trying to fill, and make sure you take the value of your candidate’s knowledge, skills, and experience into account.

Recruiters in particular have a wealth of knowledge here and can offer pragmatic guidance on salary averages based on the specific role(s) you are hiring for. Many actually publish Salary Guides to download for reference as well.

Beyond a competitive pay package, you can also improve your EVP by looking at your wider benefit offerings, flexible working patterns, and more.

Once you’ve defined your EVP, make sure it stands out wherever you’re going to be interacting with candidates. Share information about your benefits and opportunities on your website, and discuss options with potential talent during the interview process (a great way to test how they land and would be received by potential new hires).

3. Focus on Empathy and Flexibility

In the last couple of years, the priorities of many legal candidates have evolved in a few key areas. Perhaps the most important factors most jobseekers are looking for today, are empathy, and flexibility. Demonstrating empathy as an employer shows individuals that you respect their needs, and want to contribute to their general good health and wellbeing.
Creating wellness initiatives designed to keep employees healthy and happy is a great way to make your job offer more appealing to all kinds of candidates. Share information on your site about mental health days you’ve offered for your staff, or the on-site support you offer for the personal needs of your employees.

From a flexibility perspective, think about how you can adapt to the new working styles of top legal candidates. Many of today’s professionals are looking for opportunities to work from home, even part-time, to give them a better sense of work/life balance – while others also relish the chance to collaborate in an office environment. Are you able to tap into these needs?

You could even go a step further and experiment with concepts like the four-day work week (a pilot of which is running in the UK at the moment) to give your employees the potential of longer, more rejuvenating weekends. One great way to show empathy and flexibility at the same time is to ask your candidates about their specific needs during the interview process.

4. Demonstrate Opportunities for Growth

Today’s lawyers want to know there’s a future in any company they’re going to be working for. According to Gallup, 59% of millennials prioritise opportunities to learn and grow when deciding which jobs to apply for.

Making sure your candidates are aware of the opportunities they’ll have to grow in your business will make your job offer more compelling. You can discuss the promotion paths you’ve offered in the past with your candidates during the interview, and outline the training and educational opportunities offered within your job description.

You might even let your possible hires know about the onboarding process you’ll use to welcome them into your organisation, during which you can both work together to outline a path for progression through the company.

It’s also helpful to share information about the development opportunities you offer online. Videos and written testimonials from employees who have achieved their personal and professional goals with your business can make a huge impact.

5. Work with a Specialist Recruiter

Finally, if you really want to ensure your job offers pack a punch (and are accepted!), it’s worth investing in some specialist support. A sector specialist will know exactly what it takes to align the right candidates with the correct employers from day one. They can help you to seek out people who are actively looking for the benefits, and culture you offer, and already have a bird’s eye view of general market conditions and who else is hiring in your vertical.

Recruiters can save you time by sorting through your job applications and eliminating anyone who might not fit well with your company. They can also provide advice on how you can position yourself to your candidates when you’re writing job descriptions and conducting interviews.

With a specialist recruiter, you can boost your chances of a “yes” when you need it most by building a pipeline of suitable legal candidates, all carefully chosen to match your business needs.

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.

Though some of the challenges of hiring in the last couple of years are beginning to diminish, the legal sector is still a skills-short market. Trends like the “Great Resignation” and an increasing demand for global, remote work are leading to massive turnover for all kinds of companies.

Since any law firm can’t thrive without the right employees, it makes sense for every business leader to think about how they can improve their hiring strategy in this new landscape. Ensuring you have the right plan in place can help you to attract the most sought-after talent, improve your chances of employee retention, and strengthen your employer brand.

Here are some of the hiring strategies generating powerful results for law firms.

1.    Adapting to Your Candidates’ Changing Priorities

The first step in ensuring you can successfully hire and retain legal talent, is knowing what your candidates really want from their employer. In the last couple of years, the evolving workplace has led to the development of new priorities for many staff members.

Today’s employees still want to get the salary they deserve, but they also want:

• Empathy: A focus on respect, empathy, diversity, and inclusion will be crucial to attracting candidates in any environment. Showcasing your empathetic side will help you to attract employees who share the same values as your business.
• Flexibility: Today’s employees want more flexible roles. With the rise of cloud technology, it’s possible for some legal jobs to be more hybrid, remote, or flexible than they once were. Some companies are even exploring concepts like the 4-day work week.
• Development: Your employees want to see a future with your company, and a path for them to improve and enhance their skills. Have meetings with your team members to identify their current and long-term goals, and how you can help them reach them.

2.    Leveraging a Specialist Legal Recruiter

Recruiters are one of the most valuable tools you’ll have in your hiring strategy, particularly when they specialise in your industry. An experienced legal recruiter will be able to help you identify the most important things your candidates are looking for when you’re writing your job descriptions and interviewing potential employees.

Recruiters can also save you significant time in collecting applications from a diverse range of backgrounds. Their existing presence in the industry means they already have access to various environments where they can find people to fill your talent pipeline.

With a recruiter, you’ll also have access to support and guidance to help you with everything from improving the interview experience, to making your job listings more impactful.

Just remember, to get the most out of your legal recruiter, you’ll need to walk the line between clarity and flexibility. It’s important to be clear about the things you really want from your candidate, but don’t get lost in the search for the perfect unicorn employee.

3.    Enhancing Your E.V.P.

In today’s digital world, employers have endless opportunities to learn more about their potential candidates by looking at their social media profiles and personal brand. However, it’s worth remembering your candidates also have the same opportunity to evaluate you.

Before considering whether to accept a job offer or even send in an application, most of today’s candidates will research your brand. It’s important to make sure your offer and E.V.P. (Employer Value Proposition) stands out.

Start by assessing your current employer brand, and what you communicate to potential staff members. Are you active on social media, constantly sharing valuable information about your company culture and the growth of your team members? Do your employees talk positively about you on social channels and review sites?

Next, consider your job offer and how it compares to roles available from your competition. Are you delivering the same level of flexibility for your new candidates? What can you provide that your team members can’t get elsewhere? Remember, organisations who implement a successful employer brand cut their cost-per-hire in half!

Your legal recruitment professional will be able to help you with cultivating the right employer brand.

4.    Upgrading the Candidate Journey

In today’s changing landscape, employers need to make sure every stage of the candidate journey is as convenient and engaging as possible to avoid losing the attention of top talent. With the help of your legal recruitment agency, look at every touchpoint you’ll have with your candidates, and how you can update them to suit the current trends.

For instance, are you posting your job listings on social media, so they’re easy to find, and making sure it’s easy for your candidates to learn more about the role on your website? When candidates apply for a role, how will you interview them?

Video and remote interview processes are becoming increasingly common, particularly for remote and hybrid roles. You may also need to think about:

• Following up with candidates: How will you keep your candidate engaged by following up and providing insights into their progress?
• Onboarding: How will you onboard your team members when you decide who to hire, and how can you make them feel like part of the team as quickly as possible?
• Diversity: How will you ensure you’re making hiring decisions without bias, and you’re respecting the concept of diversity, equity, and inclusion?

5.    Planning a Comprehensive Strategy

Finally, it’s worth remembering that being prepared will save you a lot of time, effort, and money in today’s skills-short market. Rather than just rushing to fill gaps in your legal team when someone leaves your workforce, it’s worth thinking about your long-term talent strategy.

Work with Clayton Legal to build a talent pipeline, filled with diverse professionals from different environments, who can add something valuable to your team. When creating this pipeline, don’t just think about the skills you need now, but the expertise you may need in the future.

A good talent pipeline will mean you always have somewhere to turn to access crucial talent when your company needs it most.

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.

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.

The interview process can be a gruelling task for all parties involved. When most hiring managers think about the complexity of interviewing, they focus on the challenges facing the person being interviewed. However, those hosting the interview also have their own hurdles to overcome too.  

From avoiding unconscious bias, avoiding ageism, and making sure you sell your candidates on the idea of working with your law firm, there are several important points to keep in mind as well as remembering all the main points covered at the end of the session.  

Here are some of the top strategies to follow as a legal professional hiring manager if you’re concerned you might not be getting the most out of your interviews. 

1. Know Your Interview Options 

The first step in ensuring you can master your interviews as a hiring manager is knowing what methods you can use to best connect with potential candidates.  

Today, the traditional face-to-face interview isn’t your only option. Video interviews have increased by 67% due to the pandemic and the rise of remote working with technology advancements being key. As hybrid employment options continue to thrive and companies look for ways to streamline the interviewing process, video conversations will likely grow to be more common in many law firms throughout the upcoming years if not already popular.  

But not forgetting, there’s also the time-old classic of picking up the phone for simple phone interviews as well to simply hear the person who could potentially be working with you. 

Each type of interview has its own challenges to consider. For instance: 

• In-person interviews:
  You’ll need to think about where you’re going to host your interview, whether it’s a welcoming space, who will attend, and whether the candidate will present or just have a simple face to face conversation. 
• Video interviews:
  Consider what kind of video meeting software you’ll be using, the background you’ll have in your video, and how you can present yourself as professionally as possible over a webcam. Always test the sound and camera quality beforehand and check whether all those participating are visible on screen. 
• Phone interviews:
  Ask yourself whether you may need to record any phone interviews to go back over them later and how you can ensure you get a promising idea of what the candidate is like based on voice alone. 

2. Avoid Inappropriate Questions 

Inappropriate questions are becoming more common than you would think in legal interviews. While certain topics of conversation can feel like polite small talk at first, they often cause more problems than you’d think. For instance, asking people about what they did on the weekend can create an unconscious bias if you also have a shared hobby with them – but also at the same time, could be harmless conversation to break the ice. 

Unconscious bias could favour one candidate over another because you like certain things about their lifestyle or personality, which have nothing to do with the role or the ability to complete their tasks. 

Some other questions to avoid are: 

• Where do you live?  
• How did your childhood shape your professional life?  
• If you could choose a different career, what would you choose?  
• What is the worst trait of your previous manager? 

All the above questions could be classed as too personal, too confronting and encouraging speaking badly about others – all traits you want to avoid when interviewing someone for the first time and something you don’t need to hear to assess their capabilities for this role. 

3. Interview Styles and Formats 

There are many kinds of interviewing techniques that today’s business leaders and hiring managers can use, including competency-based or collaborative interviews, presentations, and group interactions to get a real feel for the potential candidates. 

Interviews are always best performed with two people from the hiring company, which can help avoid bias. It also gives those hiring the chance to discuss different opinions on those they are interviewing and not decide based solely from one person’s perspective and therefore giving the candidate a fair chance. 

Other methods are to consider using a first and second stage interview format before the final decision is made. In today’s environment, many first and second stage interviews can take place over Zoom or Teams so that it suits all parties involved. Carrying out interviews online also gives you more chance to interview more people, without the need for travel, time allocation and gives the candidates a better chance of being able to partake at a time that suits them and you best. 

4. Generalise Your Interview Questions 

Standardising your interview questions makes it easier to assess your candidates when you have interviewed several people for a role. It also means you’re less likely to allow unconscious biases to get in the way of your hiring decisions because you’re evaluating everyone based on the same set of guidelines, criteria, and questions. 

Create specific competency-based interview questions for the specific legal role in question, which allows you to score each potential employee based on their specific values, behaviours, and results.  

For instance, you can ask questions like; “share examples of times they’ve acted as a leader” or “shown exceptional teamwork”, and then make notes about their responses. Assigning scores to answers will also help you see who you should be shortlisting based on their answers compared to others if you are interviewing a larger number of people. 

Your interviews need to maintain a level of flexibility. It will be logical to ask follow-up questions to elicit more detail at times when needed if the candidate doesn’t elaborate themselves. 

“Tell me more about X or Y or why you decided to do B or C” are classic follow-up questions that work well to get more of an understanding of the candidates’ experiences.  

To make sure you know about a candidates’ hard skills, behavioural and soft skills there are some questions that LinkedIn Talent Solutions suggests you cover.  

• “Say you’re negotiating a contract or administrative action or settlement in which the parties are far apart in what they want. Use a past example of this to talk me through your negotiation process.” 
• “What would you do if you were asked to work on a case, contract, or business scenario that gave you ethical qualms? Has this ever happened to you—and what did you do?” 
• “Tell me about a time you had to make a tough call that required you to decide between a gut feeling and the strategic decision-making of outside counsel.” 

5. Make Notes and Follow Up 

Finally, make sure you take notes as often as possible as you progress through the interviews. It’s easy to get caught up in the moment of the conversation and then forget everything you needed to know about the candidate when you come back to review later.  

Always set aside some time at the end of each interview to gather your thoughts and catalogue what stood out to you most about the candidate (good and bad) before heading into another interview or meeting.  

Making notes can also help when you’re following up with your candidates by allowing you to provide a more contextual and relevant message and feedback, should they be successful or not. Showing you remember what you said (like any requirements for their starting dates or training they need) shows the potential candidate you’re invested in working with them and that you are attentive to what they were talking about during their time with you. 

Remember, if you’re struggling with your interviewing process, it’s often helpful to seek some help from a specialist recruitment company like ourselves that can help with a lot more than just finding you new candidates – we can also give you advice on how to interview more effectively, with tips on questions you might need to ask. 

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. 

The last few years have certainly seen monumental shifts in the hiring landscape from talent shortages to remote and flexible working.

There is more to come. The impact of the war in Ukraine and rising inflation due to fuel costs and supply chain issues will undoubtedly impact even more candidate decisions to move for more money as the year progresses.

At the end of 2021, there was a record 1.2 million vacancies according to the O.N.S. across all sectors in the U.K. More than fifty per cent of companies reporting staff shortages said they were struggling to fill vacancies.

Unemployment continues to decline, falling to 1.4 million in the three months to October 2021. While unemployment is still above levels before the pandemic, it is now below the average level in the five years before the beginning of quarter one of 2020.

Before we dive into the legal landscape, let us look at recruiting across other sectors first, which naturally will impact the business growth of the legal sector.

The Hiring Trends Index

The hiring trends index reveals that vacancies reached a record high in quarter one, although the growth rate is slowing down compared to the end of last year.

In the recruitment sector, this is known as a candidate-driven market. This is demonstrated by the fact that over forty per cent of businesses have increased their recruitment since the start of the year.

Most companies plan to keep hiring this year, with only 4% planning to decrease recruitment in Q2 2022.

A few points of note from the index, which are present across many legal firms in the U.K., is that companies are seeing an increase of over 20% in hours worked, resulting in one in ten employees leaving because they ‘feel’ overworked. This is connected to over a quarter of employers being concerned about their staff’s mental wellbeing.

All parts add to a complex hiring equation playing out for legal firms across the U.K.

The War For Legal Talent Will Get Worse

In a recent Law.com post, several U.K. law firm leaders were interviewed about their predictions for 2022. The war for legal talent was a key area for discussion on the back of an increasingly dynamic legal landscape in 2022.

Though several leaders predict a slowdown of the transactional surge that occurred in the last half of 2021, they anticipate a rise in restructuring, insolvency, and dispute work, which will continue to fuel what many call an “unsustainable” war between firms to attract the best.

In today’s marketplace, firms need to consider their benefits package overall. Though increased pay rises and higher salaries will carry on, law firms will have to focus more on aspects such as their company culture, the quality of clients they work with and how they look after and develop their staff.

This was backed up by a recent post in The Guardian, where Jon Boys, the labour market economist at the C.I.P.D. confirmed what is happening across the country. Employers are working harder than ever to keep their staff ‘happy’ and do more for them, be that better clients to work with or the option for flexible working.

As a result of market conditions, many firms are coming to the Clayton team seeking advice on how to improve their employer value proposition in the market, from salaries to looking at alternative working patterns that offer greater flexibility.

Work-life balance is no longer simply a buzzword in the H.R. departments of law firms that want to attract the right legal talent for their growth. Working hard is a given in most law firms; however, many legal candidates are actively considering moving to a more empathetic firm that will allow them to create some balance in their lives.

Alison Brown, an executive partner at Herbert Smith Freehills, a respected international firm, when interviewed by Law.com, also commented that firms need to create a culture that appeals to people. Giving people the best work with work-life balance would be the differentiator when legal candidates choose their next employer.

In summary, candidates are willing to move firms, but with an abundance of choice in such a competitive market, it remains a challenge for employers to truly stand out and offer compelling job opportunities in a Firm that has an already strong employer brand, and is able to articulate it’s vision, culture, and wider employer value proposition.

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.