Given the increasingly competitive nature of the UK’s legal sector, it’s somewhat unsurprising that law firms are constantly looking for ways to gain a competitive advantage over one another and with pressure from the Big Four mounting and the number of boutique offerings growing, practices are increasingly turning to mergers and acquisitions. Just under half (43%) of law firms are looking to merge with other businesses over this year according to accountancy firm Smith & Williamson’s annual survey.

Mergers on the rise

Feedback from over 100 UK-based law firms found that 43% were looking to merge or acquire in the next 12 months, compared to only 28% last year. Given the increased pressure from new boutique practices and the ever looming threat of the Big Four Accountancy firms, it’s hardly surprising that 59% of the firms surveyed indicated that competitive pressures have increased in the last year. According to the research, firms consider a focus on specialist sectors as the greatest opportunity in the next two to three years, followed by UK expansion and lateral hires.

Giles Murphy, head of professional practices at Smith & Williamson highlighted that “Focusing on specialist sectors can help firms to strengthen their niche and so differentiate themselves. Like any brand, being able to explain and demonstrate why your service is different and superior to the competition is fundamental to taking market share.” He noted that the right acquisition combined with an effective strategy can help firms to scale-up and develop market presence in a chosen niche or region.

According to Murphy there is a growing trend of smaller acquisitions rather than mergers which can result in two companies’ taking years to reconcile roles, remuneration structures, disparate HR policies, and working culture. The latter perhaps one of the most important, as any drastic changes to working culture could result in talent moving elsewhere.

Strong leadership crucial

It’s crucial that there are strong leaders who are dedicated to managing the merging cultures, while the most dominant culture is likely to assert itself over the new combined company, its likely there might be friction at a variety of levels. Issues at partner level are likely to set the tone for the entire practice, so it’s vital that the managing partner has a clear idea of how to tackle any discrepancies in culture.

It’s also important to emphasise the firms’ new core values, and ensure that all lawyers are aware of how they add value to the practice. Consultation should play a large role in establishing these key values, if the opinions from partners on both sides are not considered it’s unlikely they’ll be adopted effectively.

Identifying the key influencers throughout the firm is also important, often these may be senior partners who are reluctant to rack up too many non-billable hours, but they will play an important role in the cohesion of the two firms. It’s crucial to educate them on the new culture as their peers will likely look to them to set the example moving forwards.

Mergers give firms the opportunity to expand their niche or to venture further afield, and ultimately improve their turnover. However without strong leadership, they can leave firms focusing inwards, rather than outwards at the new potential that mergers bring, so a strong set of core values and a plan to tackle cultural integration is vital.

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Despite a survey from Legal Cheek finding that 78% of its readers favoured the traditional LLB over the more modern GDL, the debate over the two rages on.

The GDL rather obviously gives students who didn’t study law as an undergraduate the same opportunities as their LLB peers. In recent years it has become far quicker and easier to complete but in reality, there’s a lot to be said for both routes into the profession and students should consider which path is best for them.

Benefits of the LLB

Completing a legal degree can provide a quicker route into the profession with some students going straight from a three year LLB to training contract. The course will also give students the option to study additional modules and also more time to gain valuable legal work experience. And it’s worth noting that those who study a BA in law, like their non-law counterparts, will still have to complete the GDL before progressing to either the LPC (Legal Practice Course) or Bar Professional Training Course (BPTC).

More representative of training contracts

Alternatively, the GDL is a well-established step on the way to LPC or BPTC and provides non-law graduates with the necessary knowledge to gain the same qualifications as their legal counterparts. Many have argued that the short, sharp nature of the GDL is arguably better at preparing students for the intense nature of training contracts. And in some cases, non-law students may even have an advantage over their LLB peers as firms are increasingly those with degrees in fields like modern languages.

Ultimately, it depends on you as an individual and despite the LLB still being viewed as the ‘traditional’ way into the profession, alternative routes such as the GDL and legal apprenticeships are certainly rising in favour.

For more insights from the team take a look at our blog. And if you’re looking for work check out our current jobs

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Lynn Sedgwick, Managing Director of Clayton Legal, was recently featured in Totally Legal discussing the rise of the paralegal role. Here’s what she had to say:

The vast majority of you probably ended up in the legal sector through the traditional route of university and a training contract, possibly with a conversion course sandwiched somewhere in between. For the past few decades, this has been the only option if you wanted to work as a solicitor, lawyer or barrister, but that’s no longer the case thanks to the rise of the paralegal.

An alternative route

Robert Houchill made waves in 2015 by becoming the first person to qualify as a solicitor through ‘alternative means’ after working as a paralegal for four and a half years as part of the Solicitors Regulation Authority’s (SRA) ‘Training for Tomorrow’ programme. This initiative was launched to inject more flexibility into the routes to qualify in the profession.

The move highlights that the role of the paralegal is significantly changing. Where in the past the position was solely focused on admin support for qualified solicitors, now the distinction between the two is considerably smaller and operating as a paralegal represents a viable route into the sector for professionals who were unable to secure a training contract, for whatever reason.

The trend is still very much in its infancy, but times are changing. While less than 10% of training contracts are currently awarded to paralegals, there are some firms acting as outliers, including Trowers & Hamlin which recruited 40% of its trainee workforce from paralegals. In addition, DAC Beachcroft has given 60% of its entry level roles to existing paralegal employees.

The necessary skills

There are no definitive rules for what skills are required by paralegals as the role can vary depending on the work of the firm and what area it operates in. However, generally good organisation and administrative abilities are always highly sought after, as are research skills and the ability to communicate findings with senior professionals and qualified solicitors. Opting for this route also highlights to potential employers that you have the drive and determination to work for what you want and that you’re keen to progress in the sector.

It’s still the norm for professionals to operate as career paralegals, but the ‘alternative means’ option provides a second viable route within the sector. It’s estimated that in the next seven to ten years there will be more paralegals than solicitors and it’s highly likely that a significant chunk of qualified solicitors will be those who started off as paralegals.

Naturally, there are some doubts and some commentators have suggested that the move could potentially undermine the profession or reduce the quality of people being admitted. However, the SRA has made securing the opportunity to qualify as a solicitor a demanding process and all paralegals must prove that the experience they’ve gained equates to the requirements of recognised formal training.

It’s highly encouraging to see another route opened up into an area that has historically had rigid entry requirements. Such a move could also help to increase social mobility within the profession, a target that many firms have been struggling to meet. The success of the programme can only be judged further down the line, but the idea, and the development of the paralegal role, should be greatly welcomed.

For more tips and insights visit our blog.

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Many graduates will have their sights set on a career within a specific legal specialism before they graduate, however for both students who are uncertain, and those who have a fairly clear idea of the route they want to embark on, it is worth considering how well suited you are to various roles. Not only does the nature of the work being undertaken differ vastly from specialism to specialism, but as Legal Cheek recently outlined, the traits of graduates attracted to various areas of law varies too.

Corporate Law – ‘The all-rounder’

Lawyers who specialise in corporate law will find that their work spans across a number of different practices and so they’ll more than likely become familiar faces in the firm, which is perhaps the main reason corporate roles usually attract the sociable type. However, the generalist nature of the field means that you may have to withstand quips from colleagues in highly specialised roles. A key characteristic of the role, as with the majority of legal positions, is stamina.

Real Estate – ‘The communicator’

Although students may be put off by the notoriously hard nature of land law, they should be encouraged to hear that it is incredibly different in practice. The work undertaken by land lawyers is often highly commercial, involving prominent names in the energy field. Lawyers who choose real estate as a specialism will need to be excellent communicators, as explaining the details of land ownership to clients with minimal understanding of the relevant legal intricacies can be particularly challenging.

Litigation – ‘The fighter’

Tenacity is essential for lawyers who want to become successful litigators. As dispute resolution solicitor Henry Sackville Hamilton puts it; “You’ve got to be a particular type of person to want to engage in arguments on other people’s behalf’s day in day out.” Some litigators take a bold, confrontational stance while others opt for a calm and academic approach, however regardless of tactics all dispute solicitors need to be commercially aware. Legal excellence is also key, as litigators live and die by the arguments they establish.

Banking – ‘The adrenaline junkie’

Although most might believe otherwise the principles of banking law are fairly straightforward. Lawyers either act for those lending the money or those borrowing it, and provide them with advice on structuring and strategy. Lawyers wanting to work within the banking specialism should be prepared for negotiations, especially when parties have different bargaining positions. Financial services in general is an incredibly fast paced sector, and banking law is no exception. Having both strong communication skills and a grasp of maths is also essential for banking roles.

Private Client – ‘The people person’

Lawyers wanting to work with private clients will need not only fluency in equity and trusts, but also a preference for working with individuals rather than big name companies. Research ability is vital in this specialism, but perhaps the most important factor is excellent communication skills. Lawyers may find they work for particular clients throughout their professional career, so establishing strong relationships from the offset is key.

For more in depth career advice, check out our career tips pages and make sure you register for one of our career events

It’s widely accepted that a career in the legal profession comes with its fair share of occupational stress, and according to a recent study by Keystone Law, nearly 70% of lawyers believe they work in the most stressful profession of them all. The research found that 67% of legal professionals felt they were more stressed than those working in other sectors, such as accountancy and banking, with only 4% believing they had an easier role.

As a result of the stress of the role, law firms look for the most resilient and hard-working candidates when recruiting at both ends of the scale. Training contract hopefuls will have to demonstrate their commitment to the career and strong work ethic, while partners will be expected to provide examples of strong leadership skills throughout times of significant pressure. So how can legal professionals manage stress at work and develop their resilience?

Manage your time proactively

Establishing an effective work life balance is easier said than done, particularly in the legal profession. The majority of lawyers work from the early morning through to the late hours of the evening, and often their time is consumed by ‘public’ work, for example client facing meetings or work lunches, leaving them to work late to finish their ‘private’ work such as researching and preparing for meetings. Try to manage your time as proactively as possible, and wherever possible schedule both your public and private work for during working hours, to help readjust your work life balance.

Avoid perfectionism

Lawyers are trained to believe that if they’ll ruin their chances of success if every last piece of work isn’t perfect. Perfectionism and unrealistic goal setting, will only lead to unobtainable expectations and undue stress. The nature of the legal profession means a lot of pressure is put on lawyers, and setting yourself unreachable goals will only lead to you putting even more pressure on yourself. So stop worrying about what you ‘should’ or ‘could’ have done to achieve a perfect outcome and focus on aiming to do the best you can in any given circumstance.

Spend time doing things you enjoy

With a career as time consuming as law it’s easy to neglect your interests outside of work, and often legal professionals are forced to cancel social plans to work on time consuming projects. However it’s crucial that you spend time cultivating your interests outside of work, if you become consumed by your work you’re more likely to feel unfulfilled and motivated when work is tough and demanding.

Ask for support

Unfortunately, given the pressure many legal professionals fell they’re under, some lawyers may be reluctant to seek support if they are struggling with stress. Asking for support does not mean you are any less capable or likely to succeed, it demonstrates that you are a responsible professional who recognises that stress can have an adverse effect on your work. It may simply be that your workload has increased sharply and you need someone to redistribute some of your additional work.

Clayton Legal runs career events all across the country for legal professionals. Take a look at our varied programme and de-stress your career hunt today. And for the latest opportunities check out our job pages

Historically the only way into a top law firm was by graduating with a law degree – more than likely from an elite university – and spending two years completing a training contract. However, the new government-backed Trailblazer scheme looks set to challenge the traditional route to becoming a qualified solicitor by creating an entirely new pathway into the profession.

From school to the legal profession

The new school-leaver scheme, which combines part time qualifications with on the job paralegal level work, looks set to carve out a new route into the profession. While some can be completed in as little as two years, others will give students the opportunity to fully qualify as a solicitor in just six years. Unlike many elite institutions which require students to hold three A-levels at A’s or above, legal apprenticeships on the whole only require applicants to hold an average of three C’s. The lower entry requirements will undoubtedly open the door to students from more diverse backgrounds.

From apprentice to lawyer

Global firm, Eversheds, looks set to pioneer the six year apprenticeship, and are now taking applications for 2016 starters. The internationally renowned law firm, which ranks 15th in the UK in terms of revenue, has announced that it will take on eight apprentices in September, all of which will be offered positions with the firm upon qualification. Successful applicants will be paid a starting salary of £15,200 outside London and £17,200 in London, a figure which will increase year on year.

Other firms such as Clyde & Co are offering level 3 trailblazer apprenticeships across the practices in its London, Manchester and Guildford offices. The ‘earn-while-you-learn’ scheme will see apprentices become qualified paralegals in just two years. International law firm DWF also recently announced it would be offering the level three paralegal apprenticeships in its Manchester head office across the firm’s commercial and insurance teams.

The benefits of apprenticeships will undoubtedly be felt by both candidates and employers. Successful applicants will need to be dynamic, tenacious and committed, but in return will receive fully qualified solicitor status without accumulating any of the debt associated with a law degree. While practices are likely to benefit from the increased social diversity that offering a new route into the profession will bring with it.

Want to find out more?

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OK, not everyone wants to be a partner. But, for many solicitors, a partnership is the logical reward for the years of study and hard work that comes with a commitment to the legal profession.

But what do you need to know about the partnership experience, how can you prepare for it and how can you maximise your chances of attaining it? Here are Clayton Legal’s five top tips:

Are you ready?

Long ago, perhaps when most solicitors wore pinstriped suits and hats during all their waking hours, it may have been true that admission to a partnership meant a life of clubbable lunches and rounds of golf. Those days have, unfortunately, been consigned to the rubbish bin of history. Partners now need to justify their position and reward on a daily basis. And if you are not ready for this, then perhaps you need to wait for the time when you are.

Are you in the right place?

Working for a firm and effectively being a shareholder in it are two very different experiences. This is a major financial, commercial and personal commitment so ask yourself if this really is the right environment to make it in. Do you have complete faith in the direction the firm is taking and its ability to gain and retain clients? Will you be able to get along with your partners on both a social and business level? Do believe they are not just competent lawyers but also have the commercial acumen to sustain and develop the practice? These are all questions best answered before rather than after you find yourself at the partnership table.

Have a Plan

A partnership doesn’t just fall into your lap because you have managed not to get fired. Think through and implement a strategy – a series of timed steps tailored to your target firm – your current one or one better attuned to your goals – that will bring you to the inner circle by a defined deadline.

Get and retain business

Of course you need to be a highly capable lawyer to merit entry to partnership, but now legal professionals are judged as much on their business development skills as they are on their technical ones. A masterful understanding of Rylands v Fletcher or Donoghue v Stevenson is unlikely to get you to any partnership table, and even if it did it wouldn’t keep you there very long unless you could also bring in new clients.

Play the game

Partnerships, whether we like it are not, are political environments so recognise this and act accordingly. Network, support, socialise, fit in. Remember that your potential new partners will not just be thinking how clever you are and how good you are with clients but whether you are the sort of individual they will be comfortable working with, possibly for the rest of their careers.

We are presenting at this year’s Legalex Show on the skills needed for 2017 – don’t miss what will be an insightful and informative presentation.

Historically, professionals looking to move into the legal sector would have to possess highly impressive qualifications at A-Level and a commercial awareness at the very least if they wanted to make their mark on the profession. However, one firm is conducting its graduate recruitment slightly differently and feels that its trend could soon be more commonplace in the profession. Here’s what it means for aspiring lawyers.

Fishing from the same pool of talent

Founder, Adam Moralee created the intellectual property and sport firm Brandsmiths after an extensive career at Mishcon de Reya where he was partly involved in its hiring of graduates. However, he soon noticed that firms seemed to be after the same group of high performing people year after year. He found this problematic, “If everyone has three As and a First….and if they are all being brought into the same workplace then it can’t help but be dysfunctional,” he suggested.

He also outlined that the issue is particularly acute with legal firms who want to find “a diamond in the rough”, but at the same time don’t want to recruit paralegals as they think it could make them look like a second class firm. As Moralee outlined, this is made even more difficult as you need to be a “bit of a rough with 3 As and a First.”

Growing the legal talent pool

In order to diversify his practice, the founder has asked potential candidates for his trainee/paralegal position to create a two or three minute video explaining why they should be interviewed for the job. This means that candidates who may have slipped up on their exams for whatever reason but who may otherwise be a perfect cultural fit for the organisation aren’t overlooked as they historically may have been, which automatically shrinks firms’ talent pools even further and could prevent gifted professionals from working in the field. “There are these stupid, outdated barriers in place,” Moralee suggested. “Of course academic achievement is important – if two candidates are the same and one has As and one Cs I am going for the one with the As – but it is not the be all and end all. It is not even the most important thing.”

With more and more firms likely to adopt this type of approach as they look to diversify their talent pools, it falls into the laps of graduates and potential trainees to consider what makes them employable. Rather than firms solely looking for public school old boys with academic success on their CV, they’re likely to be seeking a combination of this along with commercial awareness and a personality, something which may have been slightly overlooked by many practices in the past. Graduates should therefore consider what makes them stand out from the crowd and how their personality can potentially be the recipe for success. Rather than solely focusing on preparing for exams, they should now also consider their wider profile and what they can do to make themselves more employable. Otherwise, if this trend does continue to grow, we could see rising numbers of smart professionals, who have failed to consider the importance of personality, fall by the wayside.

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