Communication is key in any workplace, and necessary as a business leader or manager to keep staff members on the same page as you, synchronize teams, and strengthen performance.

Unfortunately, effective communication isn’t always easy to achieve. 86% of employees and executives cite poor communication as one of the core causes of workplace failures. One of the primary challenges managers face is figuring out how to handle complex conversations with their staff members. In every workplace, issues can arise which require a difficult discussion.

You may need to address a dip in performance with an otherwise stellar employee, or discuss emotional issues like burnout and lack of engagement.

While conversations such as these can be challenging for every party involved, they’re fundamental to ensuring your employees can continue to deliver and thrive in their roles.

So, how do you handle complex conversations correctly?

Step 1: Gather the Right Information

Preparation is essential to any valuable conversation. The more information you have to go into the meeting or discussion with, the more likely it is you’ll be able to achieve a mutual understanding.

For instance, if you need to speak to your employee about problems with their performance, telling them they seem “distracted” at work might not drive the right results. Most staff members will act defensively when presented with negative feedback, and may attempt to argue that their perceptions are incorrect.

However, if you enter the meeting with evidence of your employee missing deadlines, receiving negative feedback from clients, or failing to achieve objectives they have been set related to their job specifications, they will be much more likely to listen.

Having more specific information on hand will also facilitate a deeper discussion about what’s actually going wrong. For instance, your employee may be delivering the same quality of work, but missing deadlines, which could indicate an impending risk of burnout.

Step 2: Set the Stage for a Valuable Discussion

The right setting and plan can make a huge difference to the outcomes of a complex conversation. For instance, when discussing difficult topics, most employees will want a private setting, which allows them to keep the situation confidential. Nobody wants to be called out in front of their colleagues and peers.

Choosing a room or environment which feels comfortable and open can be helpful. An employee shouldn’t feel like they’re being interrogated, or this can lead to a very one-sided conversation, where your team member immediately begins acting defensively.

Schedule a meeting with your legal employee at a time suitable for both of you, and allow time to have a detailed conversation. It may also be worth letting your staff member know exactly what you’re going to be talking about in advance, so they can come prepared.

For example, instead of saying “We need to discuss what happened in the last meeting”, you can say, “I feel like you weren’t as engaged as usual in the previous meeting, let’s set up a discussion, so we can arrange how to address that going forward.”

Step 3: Put Facts Before Feelings

A complex conversation can easily become emotional. However, allowing emotions to run rampant can lead to arguments between staff, rather than valuable conversations. With this in mind, it’s important for you to show your leadership skills, and take an objective, logical approach.

Using the facts you’ve gathered during the initial preparation stage, start thinking about how you can structure your conversation to put logic first. Introduce all the key issues you want to address at the beginning of the conversation, with evidence and proof for validation.

Don’t tell your employee how disappointed you are, and avoid using “I feel” statements. Instead, remain as calm and objective as possible. Instead of saying, “I feel you just didn’t do your best here”. Say, “Based on (facts), you can see this project doesn’t reflect your best work. What happened?”

Step 4: Stay Positive

Although it’s valuable to maintain an objective and logical viewpoint when approaching a complex discussion with a member of your team, it’s also helpful to maintain a positive outlook. The aim isn’t to berate or upset your employee, but to start working together on a solution for the problem you’ve discovered.

Your staff members will be far more inclined to work with you on resolving the issue if they feel as though you’re approaching it with a positive mindset. Rather than just accusing your employee of not working as hard as usual, or being lazy, ask them why they think the issue has happened.

Use this feedback to offer advice on how they can make positive changes. For instance, if an employee feels overwhelmed by too much work, you could suggest different scheduling strategies, or ask them whether they’ve considered delegating some of their tasks.

Step 5: Listen to Your Employee

A conversation is a two-way experience. Unfortunately, it’s easy for a manager to fall into the trap of simply speaking “at” their employee, rather than speaking with them. Even if you have a lot of proof to back up the complaint you’re making, it’s important to remember you may not have the whole story. The only way to effectively resolve a problem is to ask relevant questions and listen to the answer.

Rather than trying to “win” the conversation and prove your employee has done something wrong in a negative conversation, for instance, aim for mutual understanding. By the end of the discussion, your employee should understand they’re not adhering to your expectations, and you should have a better knowledge of why their performance is slipping.

After you’ve presented the facts, give your employee a chance to share their perspective.

This will pave the way for a better conversation, where you can start discussing potential solutions as a team. This strategy will not only improve your chances of resolving the issue, but also lead to a better relationship between you and each individual on your team.

Step 6: Follow Up

Finally, just because a complex conversation comes to an end, doesn’t mean your work is completely done. The purpose of any difficult conversation with a team member should always be to inspire positive action, changed behaviour, and results.

Whether you’re discussing burnout, emotional issues, or performance problems, you should always end the discussion with a plan of what to do next. Come up with a strategy using the input of your legal staff members, and then follow up to see whether the resolution is working.

Checking in, or arranging an additional meeting in the future, will ensure you don’t lose track of the issue and allow it to snowball. It also means you can work together to come up with alternative solutions if your initial strategy doesn’t work out.

Difficult Conversations are Common

In any law firm, there’s a good chance, managers will have to deal with difficult conversations at some point. Performance issues can arise anywhere, and burnout can cause significant problems for employees. Being able to discuss complex, emotional, and even negative topics effectively are crucial if you want to get the most out of your team.

Of course, it always helps to hire the right people to begin with, focusing on candidates who share your open communication style. Working with a specialist legal recruitment agency could make conversations with your legal staff a lot easier, and we’d love to give a helping hand in ensuring your legal team gets the right fit from the get-go. If you find yourself in a position where you could really benefit from such services, don’t hesitate to get in touch with us.

In Conclusion

Handling difficult and uncomfortable conversations is always a challenging task, even for the most experienced managers and business leaders, but when overcome, they become an opportunity for you to boost employee engagement and performance throughout your team, ultimately benefitting both your team members and the business. Additionally, the above points can serve as possible signs to look out for that could indicate discontentment amongst your legal employees and a resulting desire to look for a new career move elsewhere, giving you the opportunity to take action ahead of time.

About Clayton Legal

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

If you are building your legal team or looking for your next career move, we can help – whether that’s on a contingency or retained basis.

Call us on 01772 259 121 or email us here.

Every month we speak to prominent professionals working in, around, and for the legal sector in the UK, uncovering their greatest inspiration, what makes them tick in a work capacity and out, and their own career paths and journey to the top of their game.

Interview with: Carina Pennant-Williams | Litigation Director & Solicitor | Bowcock Cuerden LLP

WHAT HAS YOUR MORNING LOOKED LIKE?

HOW IS BUSINESS AT THE MOMENT?

We are all busier than ever! We have some great links with other professionals and bodies referring work to us, as well as quite a lot of repeat business, so we have been looking to recruit across most departments to help us to service the volume of work coming in.

HAS IT ALWAYS BEEN ‘LAW’ AS A CHOSEN CAREER?

WHAT IS THE GREATEST ACCOMPLISHMENT IN YOUR CAREER SO FAR?

WHO WOULD YOU SAY IS YOUR BIGGEST INSPIRATION?

WHAT ARE YOU READING AT THE MOMENT?

WHAT ADVICE WOULD YOU GIVE YOURSELF IF YOU COULD GO BACK TO THE START OF YOUR CAREER IN THE LEGAL SECTOR?

HOW HAS THE LEGAL SECTOR CHANGED IN RECENT YEARS?

More home working has perhaps been the biggest change, although myself and some of our other Solicitors did that to an extent before Covid. The lockdowns forced everyone though to think about whether remote meetings were suitable, as well as enabling more Court Hearings to be handled remotely, saving time and costs. We have also dealt with some remote mediations, which have worked well.

Since I started in litigation, there has been a real focus on monitoring the costs of both parties. The implementation of costs budgeting was a real learning curve and, whilst I wasn’t a huge fan at the outset, I do see the clear benefits for clients and am able to explain and discuss that with them. Generally clients now want to know exactly what litigation is going to cost them, so there has certainly been a shift towards fixed fees in many cases, whether that is for the whole case or perhaps for each stage of the proceedings.

OUTSIDE OF WORK, WHAT MAKES YOU TICK?

AND FINALLY, YOUR GO-TO PODCAST?

In a skills-short market, businesses across all sectors are looking more closely at their strategies for attracting and retaining their talent. And whilst a focus on employer branding has been a part of business DNA for a number of years (prevalent in the early 1990s and usually straddling both the marketing and HR functions), the last decade has seen a new phrase coined that takes the concept a step further.

The Employer Value Proposition (EVP) has become somewhat of a buzzword more recently – especially as businesses operate in an increasingly competitive and borderless world that is economically volatile.

Pioneer of employer branding research, Brett Minchington defined an EVP in 2005 as “a set of associations and offerings provided by  an organisation in return for the skills, capabilities, and experiences an employee brings to the organisation.”

In simple terms, it is the way that businesses differentiate themselves in their particular market allowing them to not only attract and recruit ‘right fit’ new employees but also impact the engagement and retention of existing staff members.

Why Your EVP Could Be Your MVP

While there seems to be more jargon and acronyms than ever – what is clear is that it is more important than ever for law firms to communicate the compelling reasons why future hires should choose to work with/ for them.

In the past, many businesses assumed the key to a successful EVP was simply offering their team the best salary and benefits. However, teams today are looking for more than just financial value in their careers.

As attitudes to the workplace have changed, so have priorities as legal professionals now have more opportunities than ever to consider where, how, and when they work.

Vacancies offering fully remote or hybrid contracts means that staff are no longer restricted by geography when assessing new opportunities in the market, and with the net cast wider – so too are the opportunities (and indeed, competition).

Fundamentally you need to communicate all the specific and unique benefits an employee can expect to receive when they join your business. These should seek, where possible, to differentiate yourself from competitors operating in the same region and/or practice area; describing (and making tangible) what the business stands for – vision, culture, and working environment.

According to Gartner, a leader in people management, an EVP can massively strengthen your position in the hiring landscape and improves your chances of retaining talent, decreasing annual employee turnover by just under 70%, whilst increasing ‘new hire commitment’ by nearly 30%.

The War For Talent Is Over. Talent Won.

The quote above by PwC’s US Chairman, Tim Ryan in October last year continues to do the rounds as the UK’s drought of talent is still felt across many industries and professional sectors. As highlighted in a recent article on Maddyness, UK unemployment rates remain at a historic low of 3.75%, and with vacancies still at heady heights (compared to pre-pandemic levels), there remains a disconnect between demand and supply.

Furthermore, those businesses that were proactive in securing talent by offering inflated salaries may no longer have this option against a backdrop of economic uncertainty, and squeezed budgets.

And whilst this may on the surface start to level the playing field between small and medium-sized firms who couldn’t compete on price, the challenge around standing out on the things that matter very much remains.

Creating a stand-out working culture and work environment, and offering staff a holistic package of perks and rewards is only the first step, however. Finding innovative, bold, and creative ways to communicate this externally (and through internal channels) is key – and should go beyond one-dimensional lists on websites and job descriptions.

Attracting The New Generation Of Legal Employees

It is a well-publicised fact that Generation Z, the youngest generation to approach the working world, will soon surpass Millennials as the most populous generation on earth. By 2030, this group will make up 30% of the workforce, bringing new demands, expectations, and priorities for employers to consider.

Often raised by innovative millennials, Gen Z is the most diverse and educated age group in the professional world today. Born into a connected, digital, and empathetic world they spend approximately half of their waking hours interacting with technology. Shaped by an era of social feeds and internet culture, the slew of powerful social justice movements they’ve witnessed in recent years have given them a unique sensibility and a strong stance regarding ethical business practices and equity.

Generation Z undoubtedly has several valuable characteristics to bring to the legal landscape, yet their approach to the workplace may cause certain challenges for business leaders as they aren’t motivated or moved by the same things as their millennial parents (we looked at some of these recently in our detailed guide on Motivating Gen Z Employees).

What has been already noted, however, is that this demographic cohort (known colloquially as ‘zoomers’) is emerging as the ‘sustainability generation’ – impacted massively by global events like the Pandemic which, according to Forbes, didn’t start the sustainability revolution necessarily, but certainly put it into overdrive (with Gen Z in the driver’s seat).

Attracting and retaining this generation will therefore need to focus on green and eco-credentials, and general CSR initiatives as part of a wider employment proposal that is demonstrably ethical, moral, and has a societal purpose. 

CSR & ESG – as easy as ABC?

Employer value propositions are evolving, due to shifting business priorities, working patterns, and employee values as well as external factors like the economy and political landscape. A focus on well-being and wellness initiatives, work-life balance, diversity, and inclusion are continuing themes setting value propositions apart across the legal landscape, alongside programmes and statements centred around Corporate Social Responsibility (CSR).

But with a new acronym on the block for Law Firms to get their heads around – ESG… it’s no wonder there is some confusion around where businesses should place their focus amidst this ‘alphabet soup’ of initiatives.

Corporate Social Responsibility (CSR) is a business approach designed around making a social impact and focus beyond profits. It is designed (or should be) to benefit society and the local community as well as the environment for the collective good – and in turn will also, by proxy, enhance the firm’s image, generate more business, and earn customer and employee loyalty.

It is generally split into 4 areas:

1. Environmental
2. Ethical
3. Philanthropic
4. Economic

All are aimed at providing benefits to both the general public as well as company shareholders and employees.

Environmental, Social, and Governance (ESG) isn’t quite the same – although according to a Harvard Law School study in 2021, both terms do appear interchangeable. Rather, this programme is more data driven, and increasingly  an act of corporate compliance; defined as ‘a set of standards measuring a business’s impact on society, the environment, and how transparent and accountable it is.’

In brief, the three areas or factors look at:

• Environmental – a firm’s impact on the environment, such as carbon emissions, waste management, and resource usage.
• Social – a firm’s impact on society, including issues such as labour practices, human rights, and engagement with the local community.
• Governance – a firm’s management and oversight, such as board and management structure, executive compensation and remuneration, and shareholder rights.

ESG has become increasingly important for investors and businesses as stakeholders demand greater accountability and transparency on sustainability and ethical issues. The key difference therefore compared to CSR, is that it is viewed as the outcome (measured and reported on) of a firm’s sustainability, whilst CSR focuses on a firm’s voluntary actions to improve its impact.

An even simpler comparison by Akepa:

• CSR: a general sustainability framework, mainly used by companies
• ESG: a measurable sustainability assessment, popular with investors

In Conclusion

As a Partner, Senior, or Hiring professional within a law firm, getting your head around the many acronyms and initiatives is the first hurdle in understanding the evolving values that current (and prospective) employees have when it comes to their employer.

Understanding what these shifting ideologies are is critical when it comes to retaining, engaging, and attracting talent  – although it is equally as important not to pay lip service or view things like your EVP as a box-ticking exercise.

What is clear, is that embracing CSR (Corporate Social Responsibility) has become a necessity for law firms around the globe, not least because it remains high on the agenda of both Millennials and Gen Z employees who are ever critical of their employer’s ethical stance, reputation in the market, and values that they hope will mirror their own.

In a LinkedIn News article from earlier this year, it was reported that these demographic cohorts actively consider “conscious quitting” if the company doesn’t align with their values. It also highlighted research from KMPG which stated that 46% of employees want their employer to ‘demonstrate a commitment to environmental, social and governance’, with 1 in 5 turning down the offer of a new role if they felt a disconnect.

Clayton Legal’s Commitment

Of course, CSR, ESG, EVP, and any other business-related acronym are not just relevant to the legal sector.

As a prominent Northwest employer that has been in business for nearly 25 years, we also recognise the importance of our own value proposition when it comes to our people and our community.

Our commitment to CSR can be seen here, where we detail our approach, programme, and statement of intent as we strive to become a socially responsible business, both internally and externally – making a positive impact on our people and workplace, our clients and suppliers, our local community, and our local and global environment.

The purpose of our programme is to sustain a business that is successful and respected in its ethical standing by our stakeholders. These include candidates, clients, investors, regulators, suppliers, and the wider community.

We are particularly passionate about supporting causes that have roots and impact here in the UK, and in the Northwest. One initiative that we have recently joined and committed to is Ecologi, a certified B-Corp social enterprise, and platform for Climate Action; helping individuals, families, and businesses become Climate Positive.

This market leader is certainly gaining traction and publicity, and we are delighted to join the other 40,000 members in taking simple, but impactful climate action. This year we have committed to fund the planting of trees in the UK for every placement we make and are also involved in the Beta trial to calculate our carbon footprint, and put plans in place to reduce our emissions.

You can see the impact of Ecologi’s work and their UK reforestation projects here.

In addition, Managing Director, Lynn Sedgwick and Performance and Development Director, Louise Kearns joined the Good Growth Programme in February this year, ran by Lancaster University and supported by Boost, Lancashire’s Business Growth Hub.

The 5-month Programme was underpinned by world-leading research produced by Lancaster University Management School and focused on business strategies that are centred around the environment, community, and social justice. It was a great chance to connect and collaborate with other SME leaders and contribute to solving local and global challenges.

About Clayton Legal

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

If you are building your legal team or looking for your next career move, we can help – whether that’s on a contingency or retained basis. Call us on 01772 259 121 or email us here.

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.

Why We Are Working With Ecologi 

Over the past 24 years, we’ve been proud to support a wide range of charities, initiatives, and organisations as part of our wider CSR Programme.

From foodbank donations, sponsored walks, and baking competitions, to a more holistic look at staff well-being and support, it has been our goal to become a socially responsible business, both internally and externally – making a positive impact on our people and workplace, our clients and suppliers, our local community, and our local and global environment.

The purpose of our programme is to sustain a business that is successful and respected in its ethical standing by our stakeholders. Put simply, doing the right thing and supporting endeavours that matter to the individuals who work here on a deeply personal level.

And, whilst we have supported many national and often international causes, we are particularly passionate about helping those that have roots and impact here in the UK, and in the Northwest.

More recently, we have taken the time to educate ourselves around the importance of environmental sustainability, the effect of our business activities, and the role we must all play in reducing our impact on the planet.

We are therefore delighted to announce our partnership with Ecologi, a certified B-Corp social enterprise, and platform for Climate Action; helping individuals, families, and businesses become Climate Positive.

The enterprise, founded in 2018 by a group of environmentalists in Bristol, is nothing short of extraordinary.

Their platform offers an easy and effective way for businesses and individuals to make a positive impact on the environment by offsetting their carbon footprint and supporting reforestation projects both here in the UK and overseas; helping to protect and restore vital ecosystems that are home to a rich variety of wildlife. In addition, funds are used to support other certified projects focused on avoiding greenhouse emissions, carbon avoidance, and local initiatives that by proxy, are also creating job opportunities across the globe.

They have gained significant publicity and recognition in the last couple of years, scaling up their operations and attracting over 40,000 members (individuals and businesses) who support their mission in taking simple, but impactful climate action.

We have been so impressed by the work that Ecologi does that this year we have committed to funding the planting of trees in the UK for every placement we make. The monies raised collectively support multiple tree-planting partners across the country, including reforestation in Scotland and the reforesting of farmland.

You can see the impact of Ecologi’s work and their UK reforestation projects here.

We have also signed up for the Beta trial, ‘Ecologi Zero’ to calculate our carbon footprint and put plans in place to reduce our emissions.

With our virtual forest all setup, we are excited to turn our placements into planting and will keep all stakeholders updated on the wider impact of this particular element of our CSR programme.

About Clayton Legal

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

If you are building your legal team or looking for your next career move, we can help – whether that’s on a contingency or retained basis.

Call us on 01772 259 121 or email us here.

Probationary periods are a common feature of many workplaces, designed to give employers an opportunity to evaluate new hires before making a permanent commitment. This period can last anywhere from a few weeks to several months, and during this time, employees are expected to demonstrate their skills and abilities, adapt to the workplace culture, and meet performance expectations. At the end of this period, employees usually undergo a probation review, where their performance is assessed and their employment status is determined. Whether your official probation period is 3 or 6 months (or longer) there are a number of things to be mindful of as you start out in a new role to ensure that your probation not only goes smoothly but also that at the end of it, you are able to confidently demonstrate your value to your employer through 3-6 months of hard work and achievements.

If you’re approaching the end of probation and your review is just around the corner, it’s quite common to feel like you’re still somewhat of a newbie that’s only a few weeks in, and this is part of what makes probation reviews so daunting to many. But it’s important to remember that they are not only there for your employer to evaluate your performance, but also an opportunity for you to review your time with them, assess whether it has met your expectations as well as whether you’re on the right track to completing your career goals. To help make your preparation as foolproof as possible we’ve given our top 6 tips on how best to prepare for a probation review:

1. Review the Objectives and Expectations

Before the end of the probation period, you should review the objectives and expectations that were set for you at the beginning of your employment. This includes your job description, performance metrics, and any other targets or goals that were set for you. Not only will it help you get a good sense of what is expected of you, but it will also give you a solid idea of how your performance will be evaluated.

Then, compare them to your performance in each area. How well are you stacking up to expectations?  You should proactively identify any areas where you may be falling short, as this will allow you to possibly address these before the review and give yourself plenty to discuss with your manager. Furthermore, think about how the job description itself has met YOUR expectations and to what extent it was what you imagined. This way, you’ll be able to gauge how well yours line up with your manager’s and reveal any qualms or questions to be resolved or answered in the review.

2. Keep Track of Your Accomplishments and Review Your Work

Throughout your probation period, it’s important to keep track of your accomplishments and achievements. This includes any projects you have completed, goals you have reached, or improvements you have made in your work. Keeping a record of these accomplishments will make it easier to demonstrate your value to the organisation during the review and help you identify areas where you have excelled, as well as any area where you may need to improve.

3. Seek Feedback

It’s important to seek feedback throughout your probation period, not just at the end as relying only on your own perspective when assessing your performance can make you blind to any shortcomings that you might otherwise have noticed and addressed, such as how you come across and how well you work within the team. Getting feedback from your colleagues will give you a better understanding of how you are performing, and where you may need to improve. Speak to your manager, colleagues, and other stakeholders, be open to constructive criticism and most importantly, use it to your advantage. Criticism is never easy to take but will always be most useful when seen as an opportunity to improve instead of something to be taken personally. Asking for your colleagues’ opinions and addressing any areas of concern will show that you are committed to your job, and willing to learn and improve.

4. Address any Issues or Concerns

If you are aware of any issues or concerns that may affect your probation review, it’s important to address these before the review. This could include any performance issues, conflicts with colleagues or managers, or any other challenges you may be facing. By addressing these issues proactively, you can show that you are committed to resolving them, and that you are taking your probation period seriously. Employee check-ins are a great way to voice any concerns you might have about your work and should be fully utilised if your firm uses it or any similar tools to receive feedback from employees.

5. Prepare for Common Questions:

While a probation review can feel like a step into the unknown, there are undoubtedly aspects of it that you can be very well-prepared for, such as common questions that are usually asked by managers to get your thoughts on certain areas of your work like the following:

• What parts of the job have you enjoyed?
• What parts have you not enjoyed or are struggling with?
• Is the role what you had in mind when you started?
• What have you learned?

When discussing which aspects of the job you have or have not enjoyed, try to maintain a respectful and upbeat tone, as this might also include parts of the job you really struggled with, giving you the opportunity to voice any concerns. Professionalism is key here, as you don’t want to let this dominate the discussion and give your manager the impression that you’re trying to deflect criticism but rather, you should keep it clear and honest but concise and constructive, raising any suggestions on training or support that might be beneficial.

When asked about whether your expectations are being met, be honest about it and let them know if there’s anything you expected more or less of. Discuss whether it has brought you closer to achieving your career goals and what skills you expected to pick up during your probation. This is also a good opportunity to bring up what you’ve learned (if you’ve not been asked already) what training you’ve benefitted from and what tools you might’ve utilised that have helped improve your productivity, as it will show your manager how your value as an employee is increasing and give them an insight into how you work, learn and pick up new skills.

6. Stay Positive and Professional

Before we go on to discuss the possible results you can expect from your interview, it’s important to mention here that regardless of the outcome though, maintaining a positive and professional attitude will make for a better experience overall both during and after the review.

If you have performed well, this is an opportunity to demonstrate your value to the organisation and secure a permanent position. If you have not performed as well as you would have liked, then look at this as an opportunity to learn from your mistakes and improve your performance going forward. If the outcome is not what you had hoped for, don’t let it dampen or kill your confidence but rather see it as just a bump in the road of your career journey and something you can bounce back from with enough commitment to learning and improving.

What to Expect at The End of the Review:

There are three possible outcomes you can expect after your review, and whatever yours may be, it’s important to have the following points in mind so that you take a proactive approach to building on what you’ve learnt about your performance.

If you have passed – congratulations! Your hard work has paid off and you’re now a fully-fledged member of the team. Use this opportunity to think about what parts of your success you can build on and how you want to develop professionally going forward (our free guide on how to design your legal career can help with this). And remember, the tips in this guide can help with any formal reviews you might have in the future, so be sure to revisit it when necessary. It’s also worth checking in from time to time over the course of your employment to see if your career is on the right track and whether you’re any closer to achieving your career goals, and to help make this process clearer and easier, we have put together a career checklist you can use, which you can access here.

If your employer has come to the decision that your probation period will be extended, then it is likely because they do not feel that the requirements set out are being met and more time is needed to assess your performance. In this instance, it is important that you take any feedback and criticism to heart and take this opportunity to self-reflect and proactively apply what you’ve learned, so that you can go into your next review confident of how you’ve demonstrated your value to the company.

If you haven’t passed, either through your own choice, your employer’s or a mutual decision, then it’s a good time to start thinking about where to go from here. Consider the areas you have struggled/haven’t met expectations in and whether you might need further training to build your skillset. Use this as a springboard to get yourself closer to where you want to be, professionally.

At this point, it can be somewhat daunting not knowing how best to proceed and this is where speaking/re-engaging with a legal recruitment agency can be incredibly beneficial. Not only can their team of consultants aid you in putting together an improvement plan to boost your employability but they can make the job searching process far less stressful and time-consuming than it needs to be, and get you a role that best suits your skillset. The expert advice and support that they provide at this stage to help you move forward in your legal career can be invaluable. Our team at Clayton Legal are experienced in helping candidates navigate the job market and helping them every step of the way to get the most out of their job-searching efforts. If you find yourself unsure of which direction to take your legal career in, we’re here to give you all the support you need. Contact us here and let us help your career back on track.

End-of-probation reviews don’t have to be the necessary evil they are generally viewed as by candidates, as stated by Performance management software company, Lattice, in their article on Probation reviews, but done correctly, can be a constructive and positive experience for both parties especially if approached with openness and honesty, helping to set a realistic foundation for what happens next in your legal career. Your probation review can only be as helpful as you make it, and the right mindset and approach to it will be the key to how well you progress afterwards.

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.

The truth is that the interview process lasts a lot longer than you might think…

According to a survey shared in Entrepreneur, approximately 46% of workers plan on finding a new position in 2023. And, despite the uncertain economic climate, those considering a move are just as confident in their job prospects as they were six months ago.

If you’re one of the many likely to take the next step in your career path this year, it’s important to think carefully about how you will make the right impression from day one – after all, getting through the interview process and being offered a role is very much stage one. And whilst there is (rightly) much cause for celebration, even after a hiring manager has offered you a role in their firm, it is still crucial that you validate their decision that they made the right choice in hiring you.

The first 30 days in a new role can be both nerve-wracking and exciting in equal parts. There are new processes and technologies to get used to, new people to meet, and new expectations to live up to. Plus, this first month will likely form part of a formal probation period where your employer (and you) will be assessing suitability and ‘fit’ as a new employee.

Knowing how to orient yourself in the first month in your new position not only improves your chances of impressing your boss, but it could also mean you start experiencing the full benefits of your new job much faster.

Step 1: Form Crucial Connections

Internal networking is one of the most important things you can do during the first few weeks in a new role. Getting to know the people you work with will improve your experience within your new firm and make you feel more comfortable in your position.

Communicating with others is also a great way to capture the attention of your managers and senior leaders. During your first couple of weeks with a new company, find out who you will be working with regularly, and commit some time to get to know each colleague.

It’s also worth finding out who you should be approaching if you have questions or concerns about your role. Discover when your contacts are most likely to be available, and determine how they prefer to communicate (E.g. in person, email, chat, or video).

For individuals who are working remotely, technology has advanced at lightening speed over the last few years – so there is no excuse to not reach out and get to know your team members, albeit virtually.

Step 2: Learn as Much as You Can

Even as an experienced legal professional, during your first month with a new law firm, you’ll have a lot of learning to do. You’ll need to become familiar with the internal processes you’re expected to follow, the policies you must adhere to, and the general workflow of the people around you.

Focus on expanding your knowledge in areas relevant to your role. For instance, asking for more information about the clients your law firm serves or how your team manages projects and deadlines might be beneficial. Read up on the documentation given to you during your onboarding session, and consider asking for extra training if necessary.

It’s also worth paying attention to your surroundings, so you can learn how to embed yourself into the company culture. Consider the company’s values and how you can showcase them in your work. Ask yourself how people communicate and collaborate so you know what to expect when connecting with others.

Step 3: Confirm Expectations

Hopefully, during the hiring and onboarding process, your firm will have given you some insights into what kind of work will be expected of you and how that work will be assessed. However, it may be helpful to confirm the expectations of your manager or supervisor with them.

Arrange for a one-on-one meeting with your manager if this has not been covered during the onboarding process, where you can discuss exactly what your leaders will be looking for when evaluating your work. Make a list of key performance metrics your business will monitor when assessing you.

It might be helpful to arrange additional meetings with your manager, bi-weekly or monthly, during the first stages of starting your new role. This will allow you to collect feedback and ensure you’re adhering to the expectations set for you. Many firms will have a formal performance review system in place, particularly for new starters – but if not, do ask for regular feedback. You don’t want to get to your probation review in 3 or 6 months time and learn things aren’t going as planned….especially when it will be too late to do anything about it.

Step 4: Find the Best Time to Ask Questions

When starting a new legal role, it’s tempting to ask many questions straight away. Asking questions is a great way to learn and show you’re invested in succeeding in your new position.

However, there’s a time, a place to ask, and a time when you need to listen.

Focus most of your time on what’s happening around you. If you have questions or need clarification, write down what you need to know. Prioritise the information you need first and ask yourself when it might be best to put certain questions off until you have a chance to meet with your manager face-to-face.

Step 5: Constantly Demonstrate Your Value

Once you know what’s expected of you in your new role and clearly understand the firm’s vision and mission, you can begin to demonstrate your value. During the first 30 days of a new legal role, you have a unique opportunity to prove to your hiring manager that they made the right choice when selecting you.

Start implementing strategies for quick wins based on what you know about how your work will be evaluated. For instance, if you know your manager is concerned about ensuring projects are completed on time, plan your schedule carefully, and keep them up-to-date with your progress as you complete each task.

Show your commitment to constantly improving and growing by volunteering for extra training sessions, asking for a mentor to guide you, or requesting feedback whenever possible.

In Conclusion

The first 30 days of your new career can be critical to your long-term career plan. Regardless of whether you’re starting in a position with a new company, or you’re exploring the new responsibilities that come with a promotion, be prepared and know how to put your best foot forward. By learning what to focus on from day one, discovering which skills and habits you need to demonstrate, and letting go of the things that might be holding you back, you can impress your manager which will
affirm in their mind that they made the right decision.

The good news is that there are a number of time-tested strategies that you can implement from day one.

As well as the top tips already mentioned, we have also produced a more in-depth guide to provide you with everything you need to know to streamline the transition into a new role. From habit-forming, to the types of questions you should be asking, the guide will ensure that you will be ready to hit the ground running, and make the right first impression in your new company. CLICK HERE TO DOWNLOAD.

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 get in touch with us here

The average time it takes to hire a legal candidate is increasing.

According to a recent post from LinkedIn, it can take more than forty days for a hiring manager to find and make an offer to the right employee. While part of this problem may be attributed to skill shortages in the legal sector, there’s a larger underlying issue.

Law firms are taking too long to make decisions.

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

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

Remember candidates talk to each other and especially online.

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

Hiring Fast vs Hiring Slow: Why Speed Wins

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

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

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

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

1. Increases Your Chances of Securing the Right Legal Talent

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

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

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

2. Better Existing Employee Experiences

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

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

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

3. Enhanced Candidate Experiences

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

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

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

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

4. Improved Employer Brand and EVP

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

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

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

Speed Up Your Hiring Process

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

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

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

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

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

About Clayton Legal

Clayton Legal has been partnering with law firms across the country since 1999 and during that time has built up an enviablese 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 get in touch with us here

It’s no secret that modern-day life has us spending a large chunk of our waking hours seated at a desk. In fact, a staggering 90,000 hours of our lifetime is spent at work – using a computer or working with other office equipment. But, did you know that our work environment can greatly impact our physical and mental well-being?

With most office jobs requiring prolonged periods of computer and equipment use, it’s no wonder that work-related injuries, especially repetitive strain injuries, are a leading cause of medical leave. That is why the need for an ergonomically correct office is important. Ergonomics is a modern word coined from two Greek words – Ergon, meaning work, and nomoi, meaning natural laws. The goal of office ergonomics is to design your office workstation in such a way that it fits you and allows for a comfortable working environment for maximum productivity and efficiency. In fact, according to the Thesaurus dictionary, office ergonomics is synonymous with workplace efficiency and user-friendly systems. A workspace designed with ergonomics in mind can significantly reduce the risk of physical pain and discomfort, such as back strains and repetitive strain injuries. Not to mention, it can also alleviate common issues like eye strain and headaches caused by improper lighting and screen placement.

But, it’s not just about physical comfort. An ergonomic work environment can greatly improve an employee’s mental well-being. By reducing stress and promoting concentration, employees can flourish in a workspace that supports their work. This leads to greater job satisfaction, a reduction in anxiety, and a more positive state of mind. When employees feel their physical needs are met, they are more likely to feel valued by their employer, leading to a stronger emotional connection to the firm and a greater sense of commitment.

Employers can also demonstrate their commitment to their employee’s health and well-being by providing ergonomic equipment and promoting healthy work practices. Some employers even go ahead to conduct their own DSE Risk Assessments. A DSE Risk Assessment includes a checklist of all aspects of the office station. This can create a positive and supportive workplace culture, resulting in a more motivated and engaged workforce, and reduced turnover, and absenteeism.

So, how do you create a more ergonomic work environment in your firm?

You may want to start by doing the following:

Proper chair selection: Ensure that chairs have adjustable features such as height, tilt, and armrests to allow employees to find a comfortable position. An ergonomic chair provides support for your lower back, hips, and legs. It should be adjustable to fit your body and provide proper posture when sitting.

Desk height: There is also the option of a treadmill/walking desk as a 2023 article from Irish Examiner has stated that sitting for eight or more hours per day can be linked to a 20% higher risk of getting heart disease or dying from any cause, compared to those who sat for half that time.

Keyboard and mouse: Ensure that keyboards and mouse are positioned at a comfortable distance and height, and that wrist pads are provided to reduce pressure on the wrist. Your keyboard and mouse should be positioned directly in front of you and close to your body, to minimize awkward reaching and twisting. Additionally, a wrist rest can help reduce the strain on your wrists and forearms.

Monitor placement: Make sure that monitors are placed at eye level to reduce neck strain and are positioned at a comfortable distance from the user. Your monitor should be positioned directly in front of you, at a comfortable distance and height. The top of the screen should be at or slightly below eye level, and the screen should be large enough to allow you to read the text without straining your eyes.

Lighting: Adequate lighting is important for reducing eye strain and creating a comfortable work environment. Place your desk near a window or invest in a task light if needed.

Exercise and screen breaks:

If you have employees or you yourself work from home – even on a hybrid basis, you can also benefit from an ergonomically compliant space and there are a wealth of resources online that provide further tips and guidelines for the home office. This could mean creating a designated workspace, taking regular breaks, and establishing a fixed work schedule.

Ultimately, incorporating ergonomic principles in the workspace can bring immense benefits to both employees and your firm. By creating a workspace that prioritizes comfort and safety, employees are more likely to experience reduced stress levels, improved posture, and a decrease in workplace injuries.

As discussed in our recent blog, this investment in their well-being will speak volumes about the company’s commitment to their employees and contribute to a stronger employer value proposition (EVP), which encompasses all elements of the employment experience, including the physical work environment.

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 get in touch with us here .

If you are responsible for hiring within your law firm – either wholly, or as part of your role as a practicing lawyer, one of the choices you have as part of your hiring strategy is whether you go it alone, or enlist the services of a recruitment specialist.

This decision may be based on a number of variables including £budget, speed (the need to get the position filled quickly), and the potential scarcity in the market of the hire(s) in question.

External factors may also impact the decision. The current market, still impacted by headwinds from the pandemic, is undeniably tough as we enter a new year against a backdrop of economic uncertainty and a much-publicised skills shortage. Attracting (and then retaining) talent can be arduous at the best of times, but balancing squeezed budgets, keeping existing staff engaged, and still focusing on growth and expansion is certainly a big ask for law firms who also have the ‘day job’ to do.

Why Choose a Recruitment Partner?

Utilising a sector-specialist recruitment agency will undoubtedly give firms a head start with their hiring campaigns – not only providing general market insight and that helicopter view of the hiring landscape, but also the inside track on movement and access to talent pools of active and passive legal professionals.

Consultants at recruitment firms are just that… able to provide consultative, practical advice on things like the fillability of roles, salary benchmarking, and insight into requirements and drivers of job seekers in the current climate.

They are also best placed to really ‘sell’ your firm and elevate your roles through strategic marketing, advertising, and tapping into the passive talent within their own networks.

In short, it makes absolute commercial sense to bring in the experts when the hiring landscape remains complex, and the candidate, at least for now, is King.

Then again, we would say that…

And once you have decided to partner with a recruitment specialist, the selection process and identifying the right one also needs some careful consideration.

Can’t See the Wood For the Trees?

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 firm.

You may look at things such as their own longevity (and success) in the market, their brand presence and digital footprint, and whether they are a specialist (and knowledgeable) about your practice area(s) or region in which you operate.

You may also look at the specifics of the services on offer – although this may not always be apparent from a quick glance at the website.

But understanding the recruitment model and service(s) adopted and on offer by the firm is imperative in the decision-making process. Therefore your assessment and due diligence period should always take heed of the specific framework or model that agency subscribes to.

This Way, Or That?

Whilst there are sometimes grey areas and nuances, generally speaking, most recruitment firms will offer either one or two services to their client base.

And, whilst on the face of it, the differences are largely focused on the payment structure and agreement between recruiter and client, the underlying recruitment approach is usually very different.

Contingency

Contingency recruitment in simple terms works on a ‘no win, no fee’ basis, whereby the client only pays a fee for the successful placement of a candidate – usually when that individual starts in their new role.

This tends to be the prevailing model of recruitment in most industries and is often used for entry-level or mid-level positions where the recruiter is likely to have a larger pool of candidates to choose from, and where there is general availability of the required skills in the marketplace.

A standard service offered by recruitment agencies, it gives firms access to the agency’s own extensive network of pre-screened candidates; saving time and allowing a shortlist to be drawn up together, quickly, in line with your instructions.

Retained

Retained recruitment refers to the type of recruitment in which the agency is paid a partial fee from the client before the process begins, with the remainder paid upon the successful placement of a candidate into that role.

Typically suitable for executive-level hires, or where there is a scarcity of candidates on the active market, this model often means the agency will enter an exclusive partnership with the client who will help to map the market and help to set goals and milestones on how the search will be conducted.

Retained – More Than Just The Upfront Fee?

Whilst on the face of it, retained recruitment services seem more expensive as there is an upfront fee to pay, regardless of the outcome – there is often much more to this methodology than just the payment structure and T&Cs.

This model is often more rigorous in nature and may include additional features such as:

• Bespoke market mapping
• Salary benchmarking intel
• Psychometric testing
• Video interviews and candidate profiling
• Dedicated Account Manager or team of specialist consultants<
• Regular face-to-face updates and reporting/analysis
• Strategic headhunting
• Integrated marketing campaigns including advertising

This is more often than not, a fully-tailored recruitment solution where the agency and consultants will work closely with the hiring team – covering all areas of the active and passive market in a wider, more detailed search.

Is Retained Right For Me?

There are pros and cons of going down the contingency or retained route – and ultimately, it will once again come down to:

• Scarcity of candidates in the market for the role in question
• The need to recruit quickly (and impact on the bottom line of that role not being filled)
• The need to access resources you don’t have yourself
• Budget
• Complexity of the hiring project (volume, seniority, location, relocation, etc)

Retained recruitment can offer certain benefits over contingency including:

• Access to a wider pool of talent – tapping into passive networks who may not be actively looking for a role (and therefore arguably not being targeted by other law firms also hiring in the same practice area or region)
• Time-saving – the agency takes care of the entire recruitment process, including sourcing, screening, interviewing, and providing detailed shortlists for the client. For time-short individuals in the legal sector – this is often a driving force to outsource in the first place.
• Cost effective – whilst retained recruitment may involve an upfront fee, it is often seen as more cost-effective in the long run because the agency in question has the expertise and resources to identify the best candidates that are the right ‘fit’ first time for the client. This reduces the risk of a bad hire(and the financial implications that come with that).
• Increased retention rates – identification, and then a successful placement, of a ‘right fit’ candidate that aligns with the law firm’s culture and values on a deeper level than qualifications and experience, ultimately impacts retention rates and reduced turnover.
• Professional expertise – a good recruitment specialist, especially those with longevity (and a good reputation) in the market can provide guidance on a consultative basis on recruitment strategies, market trends, and best practice – helping the firm make informed decisions, and moving the whole process on from a simple transactional service

In Conclusion

Retained recruitment and contingency recruitment are two different approaches to hiring – but both may be considered as viable solutions based on your hiring strategy, budget, timescales, and the type of role(s) in question.

Whichever route you choose (which may be a hybrid of the two if the agency offers both services), working with a recruitment specialist that shares your values can help to elevate your business, brand, and roles.

The recruitment process for many businesses can be overwhelming, time-consuming, and costly. Add in the tail end of a pandemic, economic uncertainty, and political instability, and the process soon becomes a minefield.

Yet the objectives remain the same for those responsible for hiring within their law firm – retain, engage, and motivate their existing people, and attract top talent in line with growth and business objectives.

Selecting a recruitment partner that addresses those goals and is mindful of things like ethical recruitment practices – abiding by the highest standards of professionalism, fairness, and transparency, is essential.

And as long as those boxes are ticked…arguably you’re already on the road to success, whichever route you then go on to choose.

Our Services

At Clayton Legal, we offer a number of different services to suit the various (and changing) requirements of our diverse client base.

The services we offer very much start with the specific requirements, hiring strategy, business objectives, and budget, and include a standard contingency service as well as a retained and RPO service offering.

We work at all times with our client’s objectives in mind – to deliver the people they need, swiftly, that are the right fit, first time.

Click here for more information on our range of services, and information on how to get in touch if you would like a more informed discussion about how we can help with your current recruitment project.

About Clayton Legal

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

If you are building your legal team or looking for your next career move, we can help – whether that’s on a contingency or retained basis.

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