Business disruption is something that was once a little-discussed clause in contracts and insurance documents; now, it has become the main focus of legal matters in the UK since the pandemic.

As businesses acted quickly to protect their assets after the first ripples of the disruption caused by the pandemic, this has now given way to a recovery stage, in which we now find ourselves.

The challenges businesses are facing right now as a result of the pandemic can be narrowed down to a few areas. It is these areas where legal firms will need to focus their efforts to take advantage of the fluctuating workloads, and adapting to clients’ needs to cement a trusted business partnership.

Today we look at the picture that is emerging from the legal sector; where firms are struggling to meet demand, and which areas are still on hold due to the pandemic.

First let’s look at the main challenges facing businesses right now, which is impacting on the legal sector.

Pandemic Problems

Many businesses, as I’m sure you’re aware, have had to suspend or heavily restrict their operations.

Even now, four months after the start of lockdown in the UK, estate agents are nowhere near back to normal in terms of sales and lettings, with social distancing proving a problem for showing prospective customers around properties.

Other businesses are facing cashflow problems, struggles with contractual obligations and having to look at restructuring. We already see an increase in litigation in certain areas, as the full effects of Covid-19 on businesses come to light.

We are also observing an increase in legal cases being brought against the government, for their reaction to Covid-19. For example, the Independent Workers Union are suing the government for ‘failure to provide Covid-19 support for precarious workers’, and a number of cases involving individuals bringing legal action due to deaths from Covid.

We can expect to see a host of precedents being set in the legal cases emerging from the unique pandemic situation.

New Corporate Insolvency and Governance Bill

Despite efforts by the UK government to protect businesses from going under, the picture that is emerging is that sadly, there will be some businesses that do not survive the pandemic.

Businesses who have failed to make it through the recent troubling time will now be seeking help with insolvency and all associated legislation.

To help businesses with their unexpected closures, there is a new Corporate Insolvency and Governance Bill which came into effect on 26th June 2020.

The measures in this act aim to relieve the burden on businesses during the coronavirus pandemic and allow them to focus their efforts on continuing to operate during a period of insolvency, to take urgent steps to restructure, seek new investment or evade immediate creditor action.

Virus-Related Litigation

Once businesses have made headway in deciding where they stand on contracts that were created pre-Covid, we can expect that there will be a wave of litigation to ensure the same thing doesn’t happen again.

Insurance companies are currently locked in a battle with their clients in the aftermath of Covid over what constituted ‘business interruption’ as many contracts didn’t explicitly mention government-imposed closures. Clients believed that this should have been covered, insurers stated otherwise.

The Financial Conduct Authority has started proceedings with eight insurers and 17 of their clients over the wording of their insurance policies. Many companies have been unable to claim in some cases tens of thousands of pounds over the dispute of whether the government-induced lockdown was covered in their policies – highlighting the importance of wording in legally binding contracts.

Does the wording of your contracts need looking at to ensure they are pandemic-proof?

When Temporary Housing Laws Expire

The unprecedented mortgage holidays and blocks on tenancy evictions are shortly to come to an end, which will increase activity in property legislation which has been stagnant since the UK lockdown was imposed.

Real Estate Litigation vacancies fell by 53% in April. Still, with mortgage holidays ending in October and rent evictions frozen until the end of August, we can expect to see a sharp increase in these areas as the full effects of Covid are exposed.

Recent data found that 13% of renters have fallen behind with their payments, compared to around 4% before the pandemic. This means a potential increase in rent evictions of up to a third.

As courts are still operating in a socially-distanced way, court cases can expect to take longer, as the waiting time for court dates is prolonged. As this is the case in other areas of law, we can expect drawn-out proceedings for the time being. Perhaps once courtrooms return to normal, the legal sector will be over the worst of its disruptions and things can carry on in relative ‘normality’.

Planning and Restructuring

Looking at the direction in which the legal sector is going, is it time to look at where you need to make changes to your legal practice?

If so, we can help.

We are currently working with law firms in the North West to help them secure the best talent to ensure their practice can offer what the market is looking for.

Restructuring is going to be vital for firms as businesses everywhere look to salvage jobs and avoid another deep recession.

If you’re looking for insolvency or dispute and litigation experts, get in touch with us today. We will put you in touch with the best available talent right now, to future proof your practice.

About Clayton Legal

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

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

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

Despite the recent upheaval, the UK legal sector is faring well in comparison to the economy as a whole.

The Office for National Statistics (ONS) reported that revenue in the sector only fell by 4.7% from March to April, compared with the 20% the rest of the economy has suffered.

This is welcome news in a period which has been hounded by a degree of anxiety and uncertainty.

This ‘surprisingly positive’ news indicates that UK law firms will not have to fully employ temporary working measures to the degree that was predicted during the worst of the lockdown. Many firms are managing better than they expected, and they are now bringing staff back from furlough and redundancies have not been needed.

We still have a while to go before the full extent of the impact of Covid-19 is realised, but these figures are representative of a tentative optimism emerging in some industries, including the legal sector.

There will, of course, be some changes to the way law firms operate in the UK, which will impact teams, revenue, and entire organisations. But where there are losers, there must also be winners – today we look at where the challenges and opportunities are starting to emerge in our sector.

Residential Property

Despite most specialisms coping well with the recent upheaval, the most affected area is property law. The unprecedented ban on house moves which was in place during the lockdown slowed this specialism to an almost standstill.

But the pandemic didn’t stop people from wanting to move house – those customers still exist. It is about finding a way to help these individuals, to keep in contact with prospective buyers about where they are with deposits, mortgages and selling their current homes.

Likewise, the government imposed restrictions on evictions due to missed rent payments due to Covid-19, but this protection for tenants ends in September. From then, we can expect to see an increase in all aspects of property law, especially surrounding evictions and tenancy disputes. The unfortunate consequences of Covid-19 are yet to be realised for many individuals who will sadly have to make alternative living arrangements, both renters and homeowners will feel the impact as the year progresses.

Commercial Property

The commercial property sector is also in a state of uncertainty, with months of closed shops, retailers are struggling to pay rents for the quarter. One estimate suggests that only around 15 per cent of retailers are in a position to pay commercial landlords after almost three months with no income.

And this problem is not confined to smaller businesses. Retail giant Intu, who owns the Trafford Centre, have warned they might have to close malls if they cannot reach an agreement with lenders.

As the commercial rent situation threatens to become a problem, the British Property Federation has advised any businesses unable to pay their quarterly rent to speak to their landlord as soon as possible.

Similar to residential property, the next few months are going to be pivotal for commercial property contracts, with the closure of businesses, evictions and sales a distinct possibility. After the current ‘dry period’, in the next few months we will see a significant increase in the need for commercial property legal services.

Merger and Acquisition

One area which has seen an increase which we can expect to continue is in merger and acquisition.

Global law firm White & Case recently published results of their M&A survey, which found that 86 per cent of firms expect an increase in this area. The findings revealed that 50 per cent of dealmakers said they plan to ‘lean in’ to any downturn.

Traditional bankruptcy, restructuring, and cases relating to sovereign debt are expected to rise in the coming months.

How the Industry is Bouncing Back

The ONS figures I mentioned earlier, while not representative of every UK law firm, indicate a promising future ahead.

The unexpected positive figures mean that many law firms can bring employees back from furlough earlier than expected, and will reduce the fear of redundancy worries.

Because of the speed with which the pandemic hit, there was initial concern over reductions across all legal specialisms, potentially resulting in many redundancies.

But the legal sector’s worst fears appear not to have materialised. Our industry has already fared well, and a recent Reuters poll found that a quick recovery of the economy as a whole can also be expected, lessening redundancy fears even further.

Law firms who have maintained excellent customer service and market awareness, and practising adaptability, are the ones who will come out of this crisis stronger.

Rob Millard, of Cambridge Strategy Group, said that firms must look forward to next year in their planning –

“Concessions such as VAT and partner tax deferrals are helping short term cash flow, but those will end in Q1 2021,” he said. “The need to look longer term and pivot to digital delivery of those services, or finding other value propositions to offer to clients, has never been more acute.”

Next Steps

Planning for the future is easy when you have a dynamic legal team who share the same goal and understand each other and the needs of the business inherently.

If you need to recruit individuals into your legal team who will strengthen your business to prepare for what the rest of the year, and beyond, will bring, we can help.

Get in touch with us today on 01772 259 121 or contact us here to find out about how we can help find you find the talent you need to succeed.

About Clayton Legal

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

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

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

June 3rd 2020 is set to be the date when most non-essential workplaces start opening up after almost three-months of lockdown imposed by the UK government in March this year.

The lockdown has affected all businesses and individuals differently. Some of the candidates we work with tell us that they have enjoyed working from home and have never been more productive. Others have felt out of place and can’t wait to get back to the office. Whatever your personal opinions on lockdown have been, the one truth we can’t ignore is that legal workplaces are going to be different spaces as employees return to work.

Aside from the social distancing measures, the 10-week break from the ‘old’ way of working has paved the way for a new concept of working altogether.

Your legal practice is going to be a different place as you return – in this article; we explore how to prepare for the ‘new norm’.

Practical Changes

The first thing Senior Partners on your HR team must do before inviting employees back is to ensure your workplace is compliant with new workplace safety guidelines. The guidance for offices can be found here, and includes how to set-up socially distanced offices, who should return to work and who should remain at home and logical cleaning guidance too.

In a recent Forbes article on working after lockdown, one theory included the idea that workplaces will get ‘better’. In that, there will be more of a focus on collaboration, learning and socialisation, as we bring the parts of home working that were successful back into our workspaces with us to create a ‘workplace of the future’.

Of course, every legal practice will look different as teams return, based on the size of your office and your team. If you have a small office where it is possible to socially distance, you might be welcoming everyone back as soon as possible. For larger offices where people are happy to continue working from home, up to half of the team may continue working in this way.

After consulting the government guidance, you must decide what is possible in terms of space and cost, what works best for your team and find a solution which works for everyone.

For firms where a significant proportion of the workplace are going to continue working from home, how can you achieve this long-term? Let us take a look at legal digital needs.

A Digital Landscape

While many practices did all they could to allow employees to continue working on cases seamlessly from home, the truth is that many firms were not equipped with the right tools to let employees do this successfully.

Writing for Legal Futures recently, barrister Ross Birbeck highlighted how practices need to update their systems to allow for successful remote working on a more permanent scale.

Interestingly, he points out that much of the change needs to come in the form of simple tech. He states, “It is notable that the technologies being picked up most are not the heavyweight, hi-tech solutions to industry-specific problems, but simple tools for everyday tasks: video conferencing for remote meetings, and PDF software for analysing documents on a laptop. We are going to see those tools become deeply integrated into the practice of law.”

Many firms have employees who are still shielding (either themselves or living with family members who are). Until a COVID-19 vaccine is widely available, there will be legal employees in law firms everywhere who will be remote working for several months at least.

Do your employees have everything they need? In the rush to open your practice again, remember that remote employees will continue to need the right level of support, as well as employees who are returning.

Essential points to monitor include –

• Ensure documents and emails remain available to remote and returning employees.
• Ensure video conferencing remains available to all employees (including software and webcams/microphones if the hardware is being moved between homes and offices).
• Ensure remote employees can access online versions of your legal documents and have Esign capabilities.
• Avoid storing sensitive information at employee’s homes – aim to bring all confidential data back into the workplace as soon as possible.

Physical alterations are not going to be the only changes your legal team will have to get used to. A significant part of how things will change is the psychology of coming back to work in a practice with a different, possibly separated team.

Finally, let’s explore how legal managers and Senior Partners can ensure their employees are emotionally supported to prepare for the ‘new norm’.

Managing and Supporting an Altered Team

A blog I was reading on Law.com recently noted: “top lawyers are sure of one thing: working practices will never return to the way they were before COVID-19”. This is true of the way the virus has changed our physical landscape, but also how it will have affected your team psychologically.

The two most significant ways you will have to deal with change are in the way your team has been separated, and the way your practice may have to adapt to the market going forwards.

Practically, to keep afloat in the legal arena, you might have to re-train, or cross-skill your employees to form new teams in areas where there are opportunities. In which areas are you expecting there to be increased and reduced demand? Do you have the ability to train staff to meet changing demand?

It will be beneficial to have a focus on upskilling and re-training your employees as soon as you can.

Mentally, returning to work when your workplace, your role and your team look very different can be unsettling for many employees. It is now that you must be aware of how the change has affected your team and offer robust support.

Things to consider when supporting your team over the coming weeks and months include –

• Be a transparent and accessible leader at all times – your team need to know they can rely on you and that you are honest about the goals of the company.
• Acknowledge the changed working landscape and consistently ask employees if they are coping well with new systems and processes. Do not expect that all employees will easily adapt to significant changes – it will be more challenging for some.
• Help your employees find new purpose and meaning in their role – this is especially important if their role or the sub-team they are used to will now be different.

Despite the recent upheaval, your practice can come out stronger with careful planning and consideration for each team member and the business as a whole.

Finally

Clayton Legal has produced a short report on how law firms can prepare for the post-pandemic industry which covers the issues touched upon in this blog in more detail, plus market research on where to focus your efforts as we move forwards.

You can download the report here.

If your recruitment needs have changed recently and you need a conversation about locating legal talent to help your practice survive through the coming months, we can help.

Get in touch with us on 01772 259 121 or contact us here to discuss your legal recruitment needs.

About Clayton Legal

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

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

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

There can’t be many – if any – individuals left who haven’t in some way had their lives disrupted by Coronavirus, or COVID-19 as it’s also known.

Commercial organisations such as law firms are continuing to strive to keep up with the challenges the outbreak has presented. But as it spreads, many are finding their clients impacted by the virus, as well as the ability of their solicitors to carry out work. One London firm temporarily closed its office after a potential case of Coronavirus recently, and another international law firm has confirmed its employees will be working remotely wherever possible.

The problem for many law firms is that legal work requires a degree of team effort. And although many solicitors can do some of their work remotely, the usual pace will drop if teams are not together at the firm. Also, litigation, which requires a physical presence in court, is becoming increasingly hazardous – not only for the solicitors involved but their clients, the witnesses, experts, judges and court staff.

In light of this situation, what steps can your law firm take to minimise disruption?

In this article, I offer four simple strategies to help reduce the impact of Covid-19 on your law firm to ensure you mitigate risk, protect your employees and support your customers.

1. Nerve-Centre Management

In such unusual circumstances, when it’s easy to panic, a calm and focused leadership is crucial. Therefore, your first step should be to surround yourself with other senior partners or business managers who can help diffuse any panic. A thorough, clear action plan is critical to help you plan and execute strategies to manage the challenges going forward over the next few months.

The management team should be in alignment on the methods you are implementing to cope with challenges that may arise. Integration is paramount, and a transparent communication system between partners and the wider legal team is crucial to ensure not only employee buy-in but that your team continues to place trust in your leadership ability and understands the processes in the action plan.

2. Protect the Workforce

The safety of your employees is paramount. Therefore, strategies such as staggered work times and social distancing will help to keep your legal team healthy and stress-free. This will enable you to continue operating during the outbreak with as little disruption as possible.

You may wish to introduce additional, short term policies such as flexitime, initiate help for employees to work at home, and provide onsite guidelines for those still coming into the workplace.

Measures to consider include:

Remote Working

Where it is possible and practical, you may decide to encourage employees to work remotely, especially if they are in an at-risk group. Providing the necessary equipment, they will need such as laptops, cameras for online meetings and other work-related items will not only reduce the stress of individuals but will allow them to perform as well from their external base as they would in the office.

Be mindful to keep in touch regularly. In essence, this will allow you to monitor productivity but also, and as importantly, it will permit you to check up on the mental health of your employees and ensure they are not feeling isolated.

Additionally, providing a schedule of activity will help them focus and stay motivated. It will also serve to clarify responsibilities so that everyone knows what is expected of them.

Office Working

Ensure there are systems in place to minimise risk for your employees in the office. Discourage physical contact including handshaking, and provide hand gels, reminders about good handwashing practices and ensure surfaces such as door handles, handrails, tables and desks are disinfected regularly.

Postpone internal team meetings, or hold them virtually to minimise exposure.

Remember also to be sensitive to external factors over which your employees have no control. For example, as and when schools and nurseries close, there will be some inevitable flexibility required to enable parents to cope with childminding duties. Additionally, some older children coming home for the Easter holidays may not be able to return to university. So, understanding and empathy are called for, and it’s wise to have a contingency plan in place in case you find yourself short-staffed at any point.

3. External Engagement

Also of importance is external engagement – ensure you keep your stakeholders and clients safe by:

Minimising Face to Face Contact

Routine conversations between solicitors and clients can take place via Skype, Zoom or telephone calls to minimise direct contact.

Using Video Testimony

Currently, an emergency bill is about to be pushed through parliament here in the UK. This bill includes a provision that in several stages of a dispute, video testimony will be allowed in civil (and criminal) courts to minimise the current risk of contracting the virus.

Keeping in Touch

It’s also good practice to communicate with your customers regularly to keep them up to date. Fact-based updates and electronic (or paper-based) communications covering how to contact your firm, what to do if they have a case coming up and other relevant advice, will keep levels of trust high in your firm’s capability to handle the challenge.

Be transparent with your clients. After all, this situation is affecting everyone, and they will appreciate your honesty. Clear communication guarantees an empathic response:

Harvard Business Review advises: “When customers are separated from the work that’s being done behind the scenes to serve them, they appreciate the service less, and then they value the service less.”

These actions will also help confirm you as a law firm that clients can rely on in times of disruption and position you as a calm authority.

Avoiding Unnecessary Travel and Events

It’s wise to steer clear of conferences and other law-related events, although most are likely to be cancelled anyway. Similarly, avoid business travel and encourage your team to do the same.

4. Plan for the Long-Term

Although the situation in China seems to be improving, the ripple effect of this pandemic is set to last for some time yet.

Therefore, an immediate response is vital, and many law firms are pursuing initial coping strategies to ensure the best outcome for both employees and clients, in so far as is possible in the short term.

But it’s important to remember long term responses – McKinsey report that there could be other repercussions such as financial implications and shifting industry structures. So, it’s essential to ensure your management team are dedicating some time to planning responses that focus on possible long-term requirements.

We currently do not know the outcome of this virus. However, what is clear is that those law firms who act now to protect their employees and customers, address challenges and help mitigate damage in whatever way they can, will be better placed to cope successfully and come out of the other side stronger.

About Clayton Legal

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

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

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

With increased demands and intensive competition in the legal marketplace, law firms need to have strategies to deal with difficult situations that may arise from time to time.

Whether it’s interpersonal conflict, loss of a significant client account, staff retention issues or external forces at play, remember that those law firms who exhibit agility and understanding will be better placed to deal with challenges and achieve success.

The composure and reaction of your senior management team or partners are paramount to dealing successfully with stressful situations. Today’s legal environment calls for leadership that not only elevates overall performance but can instil a sense of support in the team.

This article seeks to provide some strategies you can quickly implement to help you deal with any problematic situations or challenges that may arise in your law firm.

1. Establish the Facts

Whatever the situation, the first strategy to remember is to establish the facts. That means taking a step back from any potential drama and considering the certainties.

Whether it’s examining the details or gathering your emotions, by stepping back from the issue, you allow yourself time to think and focus.

One method a colleague of mine uses is the ‘four-step approach’. Imagine an important client has just telephoned to request paperwork that you thought wasn’t due until the following week. The first reaction may be to panic, but [without judgement or emotion] it’s more helpful to seek, without judgement or emotion, to:

• See – Firstly, what do you see has just happened? E.g. a client has requested paperwork urgently
• Hear – What can you hear? E.g. I heard them say they need this paperwork by noon tomorrow
• Fact: How much time have I to potentially work on this? E.g. I have an hour free today, and some free time tomorrow morning.
• Result: What does this data tell me? I have time to complete it, after all.

This method is useful in providing time for you to cool off and gather your emotions instead of reacting to the situation. Initial responses are usually highly emotional and are rarely helpful. By allowing yourself time to focus rationally on the issue, you can identify ways to work with or around it.

Deep breathing and counting to ten is also a useful, and sometimes underrated, way of calming yourself down so you can think logically about the issue.

2. Ask Questions

It’s inevitable that people working together will sometimes have varying opinions, ways of working or traits that can lead to conflict in the workplace. It could be personality clashes, different communication styles or a misunderstanding.

A recent study in the Harvard Business Review says that nearly 70% of managers are uncomfortable communicating with employees, but clear and transparent communication can prove the best way to alleviate challenging situations; it can establish facts, solve issues and goes a long way to help develop trust and cooperation for the future.

Can you ask individuals to elaborate on the problem? Or confirm with them what you believe the problem is? Or even ask what you can do to help?

Forbes advises diffusing almost any challenging event with five words: “What else could this mean?” In other words, what could this situation lead to – new perspectives, new possibilities, new explanations or new outcomes? Turning a situation on its head in this way can open up opportunities for solutions.

And remember when asking questions to establish the facts – it’s equally important to listen to the reply. Which leads me on to my next point.

3. Listen

You can’t understand without first listening.

We all see things from our own perspective, and everyone has triggers than cause reactions. And that can sometimes cause someone to be seen as being ‘difficult.’

Active listening means concentrating on what the other person is saying, without formulating your own response in your head at the same time. As humans, we are wired to want to get our point across. But sometimes the other person may just want to have their point of view heard. Giving them the space to voice their concerns or opinion is all it takes to alleviate a problematic situation.

The art of listening requires you to hold back your own responses and immerse yourself in the other person’s account. It requires you to suspend the urge to control or instruct others, but the benefits are that by listening attentively, you can help diffuse matters quickly.

4. Seek to Understand

In his book The 7 Habits of Highly Effective People, Dr Stephen Covey advises, “Seek first to understand, then to be understood”.

If a situation has arisen between individuals. You can use empathy to acknowledge how they feel. In other words, stepping into the other party’s shoes and seeing the conflict situation through their eyes, rather than your own. Additionally, by seeking to understand another’s point of view, you avoid your own emotional response and can weigh up the facts logically.

It’s wise to avoid making assumptions, or fuelling a situation with hostile or dramatic words; by seeking to understand what is going on in the other person’s head and following Covey’s advice, you will be able to process the subtle clues that will enable you to understand better.

5. Be Professional

As a legal professional, you know the value of maintaining this aspect of your behaviour, even during stressful situations. Being professional means looking for the positive in the negative and being realistic about whatever the problem is.

Setting goals to overcome the situation can help practically as well as lift morale for your legal team. If you can, offer to help a colleague if they need it, and seek to support the team. This way, a problem can be lessened as your team feel that they are all ‘in this together’ and can work collaboratively to find a solution.

Although it may seem challenging at the time, working together in his way can also help build valuable, strong bonds across your law firm in the long term.

By keeping an open mind and making the best of the situation, you can find solutions and avoid negativity that, if left unchecked, can spiral out of control across a legal team, wasting time and energy, affecting productivity and which could even damage client relationships.

So, think before you act, and stay professional, calm and positive.

6. Focus on the Future

Whatever the situation, the goal should be to move towards a solution.

This could be finding common ground, working as a team to bridge any gaps, remaining flexible to fix problems and agile to adapt to new conditions.

The situation you are dealing with may be critical, such as a significant upheaval in the law firm, or it may be a trivial argument between colleagues. Whatever it is, remember that things will improve given time and that constructive behaviour will see positive results.

The law firm environment has a lot of pressure built into it. Having the ability to accept and release some of that pressure will benefit you, and the rest of your legal team, in the long run.

Next Steps

If you’re reading this article because you are looking to develop your legal team, please call one of the Clayton Legal team 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 guide here.

The hiring market is changing.

With employment at an all-time high, many law firms are finding it hard to locate the right legal talent they need to help them reach their business goals.

As specialist legal recruiters, we have seen an increase in the number of candidates enquiring about locum work and this is echoed in the UK as a whole, with locum work being one of the fastest growing areas of recruitment.

However, many law firms are still reluctant to take on locum professionals, and quite often view it as a ‘last resort’. In doing this, law firms are missing out on a vast array of talented legal employees who are looking for less-permanent positions.

If you are not fully utilising locum professionals in your law firm yet, and are unsure as to why you should start, here are the five reasons that employers should take on more locum professionals this year.

1. A Clever Staffing Solution

We work with organisations of many different sizes, serving a range of legal specialisms. And what we find more and more often is that they cannot locate the talent they need to help them achieve their business goals.

Many law firms will persist with and repeat their recruitment process with the view to finding a permanent member of staff to fill a position. Many law firms would not consider a locum professional: because the role is permanent, they want a permanent member of staff.

But in doing this, they struggle on with a vacant position, or worse; they employ the ‘wrong’ permanent employee in haste. The cost of rehiring for permanent employees can become very costly indeed.

This is the perfect opportunity to utilise an employee on a locum contract – to solve an ongoing recruitment issue.

2. For Flexibility

In an ever-changing economy, and especially during the Brexit transition period, many employers are finding that their staffing needs are fluctuating.

Sometimes it is not feasible for employers to take on staff with permanent contracts when they know that they cannot predict how long they will be needed.

Locum professionals are perfect for the changing demands of your business. Many employees are looking for short-term and locum work. You can work with a recruiter to outline your businesses needs, and they can find you staff who fit into exactly what you’re looking for, skills and contract-wise.

3. When Your Team Needs a Lift

On the flip side, there are times when businesses are booming, and they need all the help they can get. It’s great when you see an increase in custom, but this can have negative repercussions on your team.

Continuing with the same size of team and expecting them to take on extra duties when you need them to can cause stress and anxiety among your employees and will eventually lead to a drop in productivity.

If your team needs a morale boost in the form of some extra help to see them through unexpected busy times, bringing in some fresh faces for a limited period is a smart solution.

4. Access to Untapped Talent

Is your law firms going through a period of change? Are you changing your services or processes? Are you expanding?

You might already have an excellent team in place, but sometimes you need access to new talent to help you through a transition period.
There is a wealth of talent considering locum work for a variety of reasons, such as alongside part-time studying, new parents looking for employment to fit around raising their family, and those looking to change sectors. All of these employees can add real value to your business in the time you need them most.

5. With a View to a Permanent Hire

Finally, probably the most significant benefit that employers can get out of locum hires is temp-to-perm positions.

Organisations can work with recruiters to find employees looking for temp-to-perm contracts to ‘try before they buy’. This is a great way to find out if the employee fits into your organisation – if they are the ‘right’ person for the job before you sign on the dotted line.

And it’s a two-way street, too. Many locum professionals prefer these type of contracts (when they are looking for permanent work eventually) as they can see if they like the role and the company without being tied down.

Finally

Do you currently employ locums in your organisation? Perhaps you have used them in the past, or only use them at specific points in the year, such as over the Christmas period. Consider taking on locum professionals in your organisation at different times to enjoy the benefits that I have outlined here.

There are plenty of legal candidates looking for locum contracts who are waiting to hear from your organisation right now – get in touch with us to find out more.

Attrition rates in UK law firms increase by 34%

Law firms up and down the country are fighting to keep hold of their legal talent according to specialist recruitment agency Clayton Legal’s 2020 salary survey. The most comprehensive of its kind in the UK involving over 4000 law firms, Clayton’s survey offers a unique insight into the challenges facing law firm in the country across every region. Significantly, these results come after an optimistic 2018 survey when 78% of firms reported decreased attrition rates from the previous year. So why the sudden reverse?

According to Clayton Legal’s latest report, the lure of bigger salaries from larger firms is enticing candidates away, placing greater economic pressure on smaller firms forced to compete. Yet financial remuneration isn’t the only factor at play. According to Lynn Sedgwick, Managing Director of Clayton Legal, “candidates are looking for a better work-life balance and workplace culture, and they’re prepared to move firms in order to get it. We’re increasingly seeing a real parallel with those firms that are offering attractive workplace benefits, and those that are able to hold onto their top talent”. The survey reports that flexible working is the second joint most popular benefit offered by firms in the salary survey with private health insurance, additional holidays and professional study support as other popular draws. As Lynn highlights “employee expectations are high and law firms know that in order to keep hold of their talent they need to be offering something beyond a competitive salary – those that don’t adapt to the current candidate-driven market are finding themselves at real risk of losing their legal talent”.

Of course, the challenges faced by law firms in 2020 aren’t just around retaining candidates. Clayton’s survey discovered that finding and recruiting them in the first place is just as important a factor; a task that’s easier said than done when you’re operating in the midst of a nationwide talent shortage. According to the salary survey, 54% of firms are experiencing a reduction in the availability of legal skills across the board, and in particular a gap in the market was reported of candidates with more than 3 years PQE. “We’re seeing plenty of graduates coming through to sustain the breadth of entry level roles in the industry”, explains Lynn. “However, those with experience – and in particular specialist experience – are lacking, and it’s independent firms that are feeling the brunt of it”. For legal firms in the UK, the economically unpredictable year ahead is far from reassuring and with Brexit ever looming, firms have to look at ways to expand and promote growth while keeping overheads to a minimum. It’s a tough game to play when you’re under pressure to retain your key talent. The uncertainty of Brexit will no doubt remain a key challenge for firms in 2020, and the impact this will have on profit performance remains to be seen.

Clayton Legals salary survey shows that it’s not all doom and gloom though. Thinking outside the box when it comes to benefits can really pay off with the report citing duvet days, free fruit and healthy snacks, and enhanced maternity pay as benefits with strong appeal. As Lynn explains, “added benefits that offer something different to the traditional can really set firms apart from the competition, and act as a useful leverage tool when higher financial offers aren’t an option”. Increasingly too it’s been reported that firms are starting to address health and wellbeing initiatives within the workplace, with inclusion and diversity now at the forefront of employee engagement.

Despite the challenges of the year ahead, effective talent attraction strategies remain the key to combatting recruitment issues. Firms overwhelmingly reported that professional legal recruiters were the single most effective source of recruitment within the industry. Specialist recruitment partners that have an in-depth knowledge of the market as well as an extensive network of candidates can play a major part in enabling firms to not only recruit carefully, but to retain that talent for the long term; a strategy that will no doubt be the key to success for any law firm in 2020.

With over twenty years’ experience helping law firms recruit and retain their talent, Clayton Legal can provide expert recruitment advice and support to help build and grow your talent pipeline. Specialising in all areas of law, and with unique and expansive access to exclusive candidate databases, get in touch today to find out what they can do for your law firm. To start a conversation or to request a copy of the latest 2020 legal salary report, please visit their website, or contact them directly at enquiries@clayton-legal.co.uk or call 01772 259 121.

Challenging workplace conversations are an inevitable part of the role of senior legal professionals.

Whether it’s a case of letting your Solicitor know they are not going to be considered for promotion this year, or a disciplinary meeting with a Fee Earner whose attitude has slipped recently, sometimes you will need to have a difficult conversation with a colleague.

In this article, we look at the steps you can take to ensure you are well prepared for challenging conversations, so that you can handle them in a calm and considered manner to achieve positive results.

Tackle the Issue

Nobody likes conflict.

It’s tempting to steer away from awkward discussions – but if you don’t deal with a situation, it can soon escalate into something much more severe. And that can damage your team and even your law firm.

Moreover, difficult conversations must be handled with competence. This ensures that the individual can learn from the experience and take away insights into their behaviour or the reasons behind a decision.

Set Aside Time

If you need to have a challenging conversation, it’s wise not to be tempted to catch them for a quick chat in the corridor. That can appear unprofessional, and it doesn’t show commitment to your team.

Instead, give the individual your undivided attention. Arrange a private meeting and make sure you allow yourself plenty of time to discuss the issue.

Plan What You Want to Say

Firstly, when planning your conversation, it’s crucial to nail down precisely what you want to say.

Consider the main points you want to make in the meeting and the key issues you need to address. Additionally, make sure you have all the facts and relevant documentation to hand.

Base your conversation on behaviour, NOT your judgements about an individual’s actions too.

When you are sure of what you want to say, you then need to think about how you’re going to say it.

Choose How You Will Address the Issue

It’s crucial to choose your words carefully; they will make all the difference as to how your comments are received.

For example, if you need to reprimand one of your Legal Secretaries for their weak team performance, you could explain how it affects everyone else in the team by holding up the information they need; and how that then impacts on productivity across the law firm as a whole.

Explain how by playing a more collaborative role, they can ensure that procedures are timely, creating more positivity across the whole team and creating stronger bonds.

Stick to the Facts

This is an important meeting, so there’s little point in spending time skirting around the main issue with small talk. Getting straight to the point is critical – and the chances are the person you are talking to already knows the fundamental premise for this meeting and will also want to deal with the issue.

If you are referring to behaviour, it’s vital you stick to the facts. So, give specific examples so the person can recognise where they went wrong, or why something is or is not going to happen.

Stay Professional

Resorting to accusations, or becoming emotional, will not help you handle a challenging conversation well.

So, it’s vital to remain professional and keep on track. Be direct and aim to deal with the matter using impersonal and positive language wherever possible.

Removing personality from the conversation will enable you to stay focused and able to bring the discussion to a favourable outcome. This will allow you and your team member to move forward positively, without becoming emotional.

Show Empathy

Of course, while remaining professional is paramount, that doesn’t mean you’re not human. A good leader shows empathy – it demonstrates you are an understanding and compassionate leader who wants the best for your team.

Whether you are dealing with a disappointed legal executive who hasn’t made the grade to senior level, or a disruptive colleague, your conversation should demonstrate understanding and empathy.

For example, your disengaged litigation solicitor may have problems outside of the office, or be suffering from stress with a large caseload – and while that may not excuse their behaviour, it’s essential to give them the chance to tell you their side of the story.

Be Willing to Listen

In addition to showing empathy, active listening is a critical part of leadership. So, be prepared to allow time for the individual to respond to what you are saying and listen to their comments.

If someone is disappointed in finding out they have not been put forward for promotion, they may want to discuss with you the reasons why or find out what their options are going forward.

On the other hand, if it’s a disciplinary, or a conversation about behaviour or output, the individual may want to tell their side of the story. Remember, you may not have all the facts to hand in an issue, despite your preparation, so allow them to speak and put their point across.

Provide Solutions

A challenging conversation isn’t just about airing our grievances or giving bad news – it needs to be constructive.

So, finally, concluding your conversation should show the individual the ‘What next?’ steps.

Your meeting should have covered situations and behaviour, how to move on from that and clearly indicate that a line has been drawn.

No-one wants to think something like this will hang over them, so ending your discussion on a positive note will enable you both to move forward successfully.

Your conversation should enable them to understand that you are investing in their future by helping them be the best they can be.

Creating a positive scenario as the outcome for change provides psychological safety for the individual, enabling them to see a goal they can work towards and helping them understand the point of the conversation is to achieve a way forward.

Next Steps

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

About Clayton Legal

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

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

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

As a legal professional, do you often find yourself derailed at work – from the frequent requests for client meetings to email messages, or seemingly endless caseloads and calls on your time?

It can sometimes feel like you’re being pulled in all directions the second you step into the office. So, focusing on using your time and energy effectively should be paramount to ensuring the success of your law firm, as well as your sanity.

In this article, I will share the secret productivity hacks top legal professionals use to make the most of their working day – they’ll work for you too!

1. Eat the Frog

Firstly, let’s start with one of the main time-consuming issues – that vast amount of paperwork you need to plough through. It may be a report you need to complete or a case you have to prepare; whatever it is, it looks daunting, and you, therefore, spend time ignoring it rather than tackling it head-on.

It was Mark Twain who coined the phrase ‘Eat the Frog’. The basic premise is that if you have a significant but slightly overwhelming task to complete, (i.e. your ‘frog’) – do it first thing in the morning.

Not only is it more likely your productivity levels will be higher earlier in the day, but it will mean you can get it off your desk and concentrate on other work without it looming at the back of your mind.

If you find it challenging to tackle substantial tasks in one sitting, try breaking them down into smaller chunks. Then eliminate all other distractions and make a stat. Sometimes once you’ve started, the rest comes easy. This is because of the dopamine rush we get when we feel productive, and you can harness this to get the job done.

2. Control Your Calendar

Online calendars are a useful tool when planning your time allocation – but be sure use them consistently. Leaving spaces where you have plans will indicate to others that you are available.

So, block out the time you need to tackle critical tasks – and (top tip) if you feel you need thinking time block that out as well. That way, you won’t be thwarted by an unexpected meeting request from a colleague.

3. Plan in Advance

As well as ensuring you have all your needed time blocked off on your calendar, planning is key to managing your productivity. Creating a smart to-do list will help you focus, and save time trying to juggle multiple tasks at the same time (spoiler: this never turns out well).

Getting into a habit is crucial – so, every evening, list five essential tasks you want to accomplish the next day. Doing this means you will already have your agenda when you arrive at the office in the morning.

Rank the tasks in order of importance (remember – Eat the Frog), so you are in control of what is essential, rather than what is pressing (or what sounds easy to tick off the list).

4. Manage the Ping

We are increasingly are overwhelmed with distractions from various connected devices, and legal professionals are no exception. With smartphone and tablet use increasing at a rapid rate, we now spend the equivalent of an entire day every week online.

Harvard Business Review reports that this reliance on our technology is stopping us focusing. And Stanford psychologist Emma Seppälä says: “By constantly engaging our stress response [when we check our phones], we ironically are impairing the very cognitive abilities — like memory and attention — that we so desperately need.”

Being in a perpetually hyperconnected state doesn’t allow us the opportunity to process, recharge and refocus our thoughts and energy. So, set aside specific times to check your phone messages, email and other digital distractions. For example, you could check incoming mail at 8 am, 2 pm and 5 pm.

And don’t forget to put your devices on silent.

5. Cut Meeting Time

Are you inviting just the essential people to your meetings? If not, you should be!

Countless studies, including this 2015 HBR research, have shown the benefits of smaller teams.

Focus and responsibility are more challenging to coordinate with a big group. And if you invite colleagues who are not critical to discussions, you will end up with half of the group staring silently at their laptops for the duration of the meeting.

Additionally, it’s worth considering stand up meetings – they are not for everyone, but they certainly cut down on time. If you can’t face the thought of a stand-up meeting, consider quick ten minutes catch-ups over coffee. That way, everyone doesn’t get settled in for the long haul in the boardroom, where scope creep can flourish.

6. Know When it’s Good Enough

Many legal professionals are just that – professional.

But sometimes it’s easy to slip into wanting to make everything perfect. And while I’m not suggesting you should cut corners, sometimes good really is good enough.

For example, if you’ve spent days working on a report and you know it’s finely crafted, ask yourself -will it make any difference if you send it to your senior partner now, or wait another night to tweak it even further? Is it good to go?

7. Don’t Forget to Delegate

Failure to delegate can result in overwhelm.

You don’t have to take on everything yourself. Your competent and professional legal team are there to help!

So, delegate work where you can. Not only will it free you up to concentrate on the critical cases, but it will also allow your paralegals to prove that they can be trusted to do a good job.

8. Remember to Take Time Out

It’s essential to allow yourself frequent breaks. Taking time away from your desk provides the opportunity to reflect, de-stress and recharge, leading to better levels of productivity.

Additionally, it’s critical to keep learning new things to expand your knowledge and creative thought. So, invest in lifelong learning – from training on how to use the new computer data programme in your law firm, to reading up on the latest legal cases and news in the Law Gazette.

Next Steps

I hope these hacks have provided you with some useful tips on managing productivity better to get the most out of your day.

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

About Clayton Legal

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

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

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

The ‘war for talent’ is much documented at the moment across many sectors as the number of vacancies advertised continue to grow as firms ramp up hiring activity after a tumultuous 12-18 months. And, according to statistics from Broadbean, despite a 20 per cent rise in vacancies advertised in Q1 2021 compared to the last three months of 2020, applications to those roles rose by only 4% in the same period.

Law Firms are one again competing for the same, sometimes scarce, pool of talent; some of whom are reluctant to move roles against the backdrop of a pandemic and perceived market uncertainty, and some who do have that confidence and have whole host of options available to them.

With Firms jostling for supremacy in the hiring stakes, eager to attract the best talent to work for them, it does beg the question: how does your firm perform when it comes to attracting and hiring the best people – particularly in the current market?

If you’re finding it challenging to hire great talent, it could be that your law firm is repelling would-be employees – and it goes deeper than your salary offer.

It could be down to your Employer Brand.

In this article, I will be looking at how your Employer Brand could be repelling would-be talent from joining your law firm, and how you can redress the balance, create an engaging market presence and attract and retain the talent you want to work for you.

What is Your Employer Brand?

If you haven’t yet heard the term Employer Branding – it’s time to take a leap of faith and embrace this workplace phenomenon. Your Employer Brand isn’t something new – in fact, it’s been around forever, and all firms have one – whether they are aware of it or not.

Your Employer Brand is, in essence, the market’s perception of your firm. It re-affirms what you stand for; your reputation, leaders, history and customer service ethos.

It also goes far beyond these specifics – it includes other’s emotional response to things like your adverts and how they feel when using your services or when talking to others about your firm.

It has a secondary function too. And this is the one that may be repelling talent from your firm.

Your Employer Brand also describes the agreement or ‘promise’ you make to your employees in exchange for their experience, talents and skills. It is how you are viewed as an employer and the attitude and response to your law firm that lives in the hearts of your employees.

This is known as your Employee Valuation Proposition, or EVP, and it’s a compelling factor in attracting – or repelling – the legal talent you want for your firm.

If you’re wondering how to embrace your EVP to make sure you’re attracting the right legal talent to your firm, this article will illustrate the benefits of having a winning EVP, and how to create one to attract new talent.

But first, let’s look at the potential pitfalls of failure to invest in your EVP.

The Dangers of Non-Investment

There are definite downsides to not investing in your EVP. And not just in the general happiness levels of your employees. It can affect your firm in recruiting cost-per-employee, your HR budget, and the overall bottom line.

With the costs of employee turnover being anywhere up to 2.5 times your team member’s salary, depending on their role, it’s worth thinking about investing in your firm’s EVP.

Moreover, as well as lost employee and rehiring costs, there’s also the financial impact of lost productivity, training and the decreased morale of other employees to consider too.

Additionally, when thinking about your EVP, it’s worth remembering that more and more individuals are valuing an attractive workplace culture over salary, and failure to invest in this area of your firm could lead to lower retention and less appeal when compared to other law firms who offer more benefits.

So, investment in your workplace will see attraction and retention levels increase.

The Benefits of Investment in Your EVP

If you needed further reasoning for investing in your EVP, did you know that when top talent wants to work for you, your recruitment costs don’t just drop, they plummet?

The latest figures reveal that costs go down by around 43%. This is mainly because recruiters find it easier to get top talent into law firms they are keen to work for, i.e. those with great reputations. Less persuasion is needed, and therefore turnaround is much quicker.

In addition to this, the rewards of investing in your EVP include definite and measurable upturns in your ability to retain the best employees.

Your EVP embodies your mission and values and is a powerful communication tool for both current and potential employees. It can help you prioritise aspirations and goals for your law firm, and used effectively it can not only attract new talent but re-engage current employees who may have found themselves demoralised or disengaged in their work.

And with a great EVP, your existing pool of talented staff can help drive and promote your firm – not only officially on your company website, but in their social media engagement, recommendations to friends and family, network conversations, job reviews and testimonials.

Provide an excellent EVP – and your team will become cheerleaders for your firm, influencing others around them who may be looking for their next legal career move.

How to Create a Winning EVP

Your EVP is primarily an employee centred approach – it should be defined by and road-tested by your current employees.

Conducting an audit of your current EVP will help you gauge your position in the legal marketplace right now. If yours is short of the mark, consider what can be done to improve it.

Here are some of the things you may wish to look at when considering improving your EVP.

Values and culture. A workplace study found that 56% of employees valued an excellent company culture fit over salary. That’s how vital company culture is to individuals.

By embracing an inclusive and diverse company culture, you will attract new employees as well as retain existing ones, and build morale. And that means harbouring an environment where employees are respected and valued, where there is a shared vision, and where communication, transparency and teamwork are paramount.

Career development. LinkedIn’s 2018 Workforce Learning Report showed a whopping 93% of employees would stay at a company longer if it invested in their careers.

Especially in the legal world, having a transparent career path in your employee’s personal development plan and offering training to achieve it, will set you ahead of your competitors and boost your attraction and retention figures.

Employee recognition. From providing excellent feedback to saying ‘thank you’, it’s crucial for Senior Partners and Managers to acknowledge their staff to maintain a sense of wellbeing and pride in a job well done.

Work-life balance. Investing in better work-life balance for your employees starts with leading by example. So, Senior Partners should set a good example, as well as seeking to develop a more supportive culture where everyone feels they can take advantage of better work like options.

Benefits. From salary to flexitime, gym membership to annual leave allowance, there are many options for a firm to include in their benefits package.

Conclusion

The most exciting thing about your Employer Brand and EVP is that it’s not just about having your mission on the firm’s website.

Employer Branding begins and ends with real people – your employees. By building a great culture for them to work in, you will find that they will not only enjoy working for your law firm, feel engaged and part of a bigger picture – they will actively promote your firm for you.

Attracting new talent starts with making the most of those already working for you – and letting your reputation do the rest.

Next Steps

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

About Clayton Legal

Clayton Legal has been partnering with law firms across the country since 1999 and during that time has built up an enviable reputation for trust and reliability. We have placed thousands of legal professionals in new roles; 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.