Interviews. They don’t get any easier with time, even if you are a seasoned legal professional, it can still be nerve-wracking attending an interview.

Obviously, you are there because you want that ideal legal role, and the key to success is always in your preparation.

So, along with the usual planning of what to wear, how to get to the interview, times, dates and name of the interviewer, there’s the essential practising of potential interview questions.

But how on earth do you know what the interviewer is going to ask?

There will be specific role-related questions; that’s a given. And as you have worked in this role before and/or have all the relevant qualifications, you’re ahead on that one.

There may be questions about the company you are hoping to work for, so with a bit of research online, you can garner information about them, their latest news, company newsletters, mission and goals etc.

You can also bring your soft skills in to play by aligning them to the role. If you’re going for a Senior Partnership or Manager role, these could include your ability to lead a team, to time manage efficiently, delegate, and give constructive feedback thanks to your emotional intelligence.

If you are early on in your career and looking for a Fee Earner position, your soft skills could include being a great team collaborator, empathetic to others, able to manage your own diary and with an excellent work ethic.

There will likely be questions on all of the above, but there is also a set of fundamental questions that legal hiring managers ask all candidates time and time again.

So, note them down now and make sure your answers are ready to ensure you nail that interview!

1. Tell me about yourself.

This is often the first question interviewers will ask. They don’t want to know your life history here, so don’t be tempted to go off on a tangent.

What this question is trying to do is act as an icebreaker and test how you respond to open-ended queries. This could prove useful to the employer in gauging how you will react to similar questions within your working role.

You can use this question to (briefly, please!) describe how you got to be where you are today – so tell them about your achievements so far in your career, career highlights you have most enjoyed and your goals for the future.

Use the ‘present-past-future’ formula to enable you to give a potted version of your career history.

So, for example, you are applying for a position as an HR Manager in a law firm. Your answer to the past, present, future may look something like this:

“My interest in HR started about 6 years ago when I was working at X firm. I partnered with the HR team helping to design some custom training programmes.

I’m currently working as X. I recently completed my Master’s degree in Y, which I’ve studied part time.

My ultimate goal is to become an HR Director within a law firm.”

It’s also appropriate here to mention your hobbies. For example, you may enjoy chess or hunting in antique shops at the weekend.

Additionally, an interest in a sport or physical exercise such as tennis or yoga shows you take your health and mental wellbeing seriously.

2. Why do you want this role?

Don’t be fooled into thinking this question is asking about your personal goals and ambitions in the legal world.

It’s more about testing what you know about the job role you’re applying for: have you done your homework, and are you really keen, or is this just one application in a scattergun approach to job seeking?

Employers know that the best employees will proactively seek to improve their performance by embracing lifelong learning and growing their skillsets. This question, therefore, also addresses your motivation to learn new things and develop your career.

As well as establishing your interest in the role and your motivation to develop, this question will also allow you to give credibility to your current skills and qualifications and confirm you can hit the ground running in your new position.

If you mention the benefits of working for the company as a whole, you’ll score additional points too!

3. Tell me about a time you faced a significant challenge or problem in your last role – how did you successfully overcome it?

This question is trying to ascertain how you react to problems and your ability to solve issues that arise. It is looking to see how you work under pressure, test your emotional intelligence and resilience to stay positive and focused if things don’t go to plan.

The answer to this will require you to have one or two examples to hand, so ensure you can illustrate your response with tangible examples of a time when you dealt with difficult situations successfully.

4. What is your greatest weakness?

This one is a classic interview question and catches a lot of people out.

Whatever you do, don’t respond with the implication that you are perfect – the interviewer won’t believe you anyway!

The question is devised to test your self-awareness by acknowledging your less-positive strengths and how you cope with them. So, the best answer to this one is to give an example of an area you know you need to work on, and what you are doing to overcome it.

For example, you could say that you are a perfectionist who needs your work to be perfect every time, and consequently, you find projects can overrun as you tinker with things. But you are dealing with this by setting yourself deadlines to ensure you hit targets.

5. What can you bring to this law firm?

The interviewer is assessing the law firm’s ROI here.

They want to be sure they take on an employee who will be a good fit for them in terms of team working, skills, ability and dedication.

They are investing a lot of time and money in interviewing, hiring, onboarding and providing training – so they want to get it right first time.

So be sure to show your enthusiasm in your answer as well as expressing your confidence that you can help them increase the business in terms of clients and monetary value and collaborate in striving to achieve company aspirations and goals.

Armed with your responses to these questions, you can sail through your interview confidently and land your perfect legal role.

Next Steps

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

About Clayton Legal

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

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

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

As a legal professional, you know that mistakes in business happen. It could be the big deal with a project that doesn’t go as planned or a legal case that doesn’t go your way. These are the sort of mistakes that can be addressed and rectified to a greater or lesser extent. You can learn from them and move forward.

The problem with career mistakes is that they creep up so slowly it’s likely you won’t even notice they are there until they’ve taken root.

It’s crucial to know how to deal with the career mistakes that so many solicitors like yourself make. Not addressed, they can impact your general happiness and sense of unfulfillment in your legal work, as well as affecting your quality of life in general.

Here are the three main career mistakes to watch out for and tips on how to overcome them.

Fear of Failure

It’s easy to take the familiar route, the path more travelled, and where you feel most comfortable.

But comfort can slip into coasting without you noticing.

Then one day you realise you are bored at work, or dreading Mondays. Your work can suffer as a result of your lack of motivation and enthusiasm, and colleagues start to notice you’re not your usual self, or ‘on your game’.

You know inside, deep down, that you’re disinterested in your job and should think about moving to a new role or challenge, but you’re stuck in a comfort zone. Your salary is good, and it’s easier to do nothing than branch out – and risk failing.

If you’re not engaged with your current job, it’s worth identifying what’s behind the dissatisfaction and lack of motivation.

Ask yourself how fulfilled you are in your work on a scale of 1 to 10, with 1 being totally unfulfilled.

Has your income stagnated because you’re not engaged and motivated? Is being unhappy with your law firm impacting on your private life?

You spend nearly one-third of your life at work, on average. So, it’s crucial that you enjoy it. If you find yourself scoring low on your current job satisfaction, finding it hard to move to the next level of seniority within your law firm, and just not enjoying what you do – it’s time to ask the big question.

Should you stay, or should you go?

You have two options to consider. The first is to address what’s making you unhappy at work and seek to improve it. It could be negotiating flexible hours to improve your work-life balance. It could be requesting training to upskill yourself so you can meet future challenges head-on. Or it may just be a case of re-engaging with the job, your legal clients and colleagues.

The second option is to get a game plan in place for your escape.

If you can’t see a future in your current role, don’t be so afraid of failure that you feel you can’t move. See it as an opportunity to try something new.

A specialised legal recruiter can talk to you about your aspirations, hopes and ideal scenarios and help you find a legal role where you will be more fulfilled.

So, put fear of failure aside and never be afraid to leave your comfort zone behind. It could be the best career move you make.

One of my favourite quotes is from Mark Twain, who said “Twenty years from now you will be more disappointed by the things you didn’t do than by the ones you did do. So, throw off the bowlines. Sail away from the safe harbour. Catch the trade winds in your sails. Explore. Dream. Discover.”

Losing Connections

After a while, working in the same place and doing the same job, it’s not uncommon for many solicitors to give up networking. It’s easy to think it doesn’t matter anymore. After all, you’ve got the position you wanted; you already know the people you need to know. What’s the point in investing time and energy into developing your network further?

The problem with failing to maintain and increase your network is that you are limiting yourself to those people you have regular contact with; you’re missing out on the chance to meet new people and connect with important influences outside your law firm.

Failure to build your network and invest in relationships could see you missing out on opportunities. That new person you meet could be the one who changes your life!

Without new connections, your old network will eventually dry up, and there will be fewer people to turn to when you need help or advice, and fewer who will think of you when opportunities are there.

So, no matter where you are in your career, keep those networks going. Seek out professional relationships with colleagues and peers. Commit to meeting several new people each month, whether at a seminar, workshop, meeting or other event.

You could consider a mentor too. Mentors provide several positives. They teach you how to adapt, so you remain an asset to your law firm; you’ll have someone to share concerns with and who’s got your back. They can also help you plot your career path and spot personal development opportunities.

Not Fulfilling Your Potential

If you’re comfortable with things just the way they are, you’re in danger of stagnating and becoming out of date in your skillset.

Or perhaps you have been hopeful of achieving Partner in your law firm and it hasn’t happened. You may feel jaded and overlooked, and have become apathetic to chances to upskill.

The mistaken belief that your current knowledge will carry you through could see you out of a job if you refuse to acknowledge that you need to grow professionally and embrace lifelong learning.

Complacency will see you fall behind in skills and ability, and others will overtake you on the career ladder.

Not believing in yourself is a common mistake made by solicitors.

No matter how you feel inside, project an air of confidence and sound assured when you make decisions. If you don’t, others will stop believing in you too.

So, stay curious. Listen to podcasts on legal matters, keep up with the latest legal news and trends, read journals. Stay on top of change and development. Take up offers of training and development, whatever stage you are at in your career.

You may also wish to consider updating and developing your personal brand. Look at your online profile and ensure it’s current and accurate. Involve yourself in events and seminars and strive to become known as the ‘go-to’ person for advice on your specialist legal area.

Be sure your skills are current and invest in yourself by upskilling wherever there is an opportunity to do so – that way, you’ll be able to adapt to change and future proof yourself in your role.

I hope this article will help you avoid the common pitfalls made by many solicitors. If any of these mistakes resonate with you, it’s time to change the way you work.

Start today.

Next Steps

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

About Clayton Legal

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

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

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

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

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

Weigh up your options

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

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

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

The end of the year; time for a change?

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

Important considerations

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

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

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

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

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

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

How a recruitment agency can help you decide

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

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

Decision time

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

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

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

Job satisfaction is something that’s frequently held up as the pinnacle of working life. Yet more often than not developing a career offers the real satisfaction, not just having a job. Performing tasks because they have to be done feels a lot different to working towards a greater cause that’s leading your career somewhere. So, whether you’re just starting out or you have decades of post-qualified experience we’ve put together a list of factors to consider when looking for a firm that offers a career not just a job.

Junior level: getting off to a flying start

When you’re just starting out, the training that takes you over the line to become a qualified solicitor is so important. Whether you take the route through university as a law undergraduate, or you take another academic subject, you need to feel confident that a firm has the right processes in place to support you on your journey to professional practice.

Look out for firms that have established training programmes for graduates and, crucially, have a record of success. When you’ve invested time and money in education and training to develop your career, a firm that can confidently support the move from trainee to qualified practitioner is invaluable; if the foundation is shaky then everything built on top will be unstable too.

Life in the middle lane: taking it up a gear

With a few years’ experience solicitors are in a good position to make decisions about their career that can bring exciting new ventures and opportunities. At this point, adding strings to your bow is a good idea. This could be about increasing your value as a whole. For example, you could take a Law Society-approved management course and be able to supervise an office with three years’ PQE. This increases your responsibility and makes you more valuable as a whole. It gives you skills that aren’t just law-related, such as people management and other soft skills, broadening your skill set.

If you’re thinking of making a change or heading in a certain direction this point in your career would be a good time to do so. Look out for a firm that matches your interests and can offer training that deepens your knowledge as this will allow you to carve out a particular route for your career. On the flip side, firms that cover a lot of different areas of law may appeal. Although you may stick with one general area, being exposed to different aspects will keep things interesting. Being a generalist adds variety to working like, so if that appeals look out for firms that can support this. Secondments can be a good way to broaden your skills too, without committing wholeheartedly to a particular direction.

Don’t stop growing: senior career progression

For many solicitors, reaching the status of partner is the pinnacle of their career. And while industry figures suggest that the number of partners nationally is declining, partners constitute a significant proportion of solicitors making up nearly a third of the profession. If this is something that interests you then it can be a good idea to look out for firms that are growing. You may stand a better chance of reaching a senior level if there is room at the top. Keep an eye out for firms that have clear strategies in place for developing partners, have clear succession plans and have established processes for dealing with this.

Progressing to the level of partner is much more than evidence of ability, it offers some significant benefits. Being a partner brings with it the chance to make an impact on the profession and to take the firm in a certain direction that you envisage. It also enables you the chance to influence and offer help to those below you and shape the direction of their career, as yours was by your seniors.

Whatever stage of your professional life you’re at it’s important to keep thinking about the future and how the present builds towards that. Keep in mind that as you move up the career ladder what you want from a career may change and the firm that fitted your objectives may no longer do so. Of course, building a career entails having a job, but remember to keep thinking about how that job feeds into your overall career – if it doesn’t then maybe it’s time to look elsewhere.

If you found this blog interesting, please look at more of our blogs on how to get a promotion and the secret of success, or if you’re looking for that perfect role, send us your CV. Alternatively,  you can check out all the vacancies we have available.

It’s no secret that law firms want to recruit the best talent. The right combination of skills and experience is invaluable to a firm and a suitable candidate makes a big difference to the quality of work and the bottom line. Yet many firms struggle to recruit solicitors that have more than three years’ Post-Qualified Experience (PQE). Skills shortages, tough competition and an unstable political and economic climate combine to make the legal recruitment market extremely tough yet, with the right help, not impossible.

Why three years’ PQE is a watershed moment

In any profession, the more time someone has spent carrying out tasks successfully, the less supervision they will require and the more effective they will be. The legal profession is no different and solicitors that have three or more years’ PQE will typically need less support and will have more experience handling clients and caseloads. At three years’ PQE solicitors start to become more useful to a firm as they are able to supervise an office at this point, provided they have received appropriate management training.

Crucially, three years’ PQE marks a watershed moment in terms of profitability. The Law Society Gazette explains that as a solicitor starts to move beyond the junior stage of their career, all of their training and development costs begin to pay off. The Law Society Gazette cites the period of 4-6 years’ PQE as highly desirable for law firms – a kind of golden time at which the cost of employing someone with this level of experience versus the fees they can command weighs in the employer’s favour.

In fact, PwC’s Law Firms’ Survey 2017 found that solicitors with less than 5 years’ PQE accounted for the largest group of staff across the top firms. So why is it so difficult for firms to recruit solicitors with three-plus years’ experience when there are seemingly so many of them?

The three-year itch

Once a solicitor reaches this stage of professional maturity they become hot property, hence the reason why it’s so difficult for firms to recruit candidates at this stage of their career. The firm that trained the individual is faced with the prospect that they may jump ship, taking valuable knowledge and experience with them. It’s in the firm’s best interests to keep hold of those individuals and retain that fee-earning power. Simultaneously, if the firm is to grow they need to attract more solicitors at that stage of their career – and competition is high.

Not only do other firms pose a potential threat to whether a solicitor stays or leaves, there is also competition from the lure of in-house roles. The Law Society reports that the number of professionals working in an in-house role has grown rapidly, faster than private practice. Changing technology and an evolving political and economic climate have changed the skills demanded, and the promise for solicitors to become involved in commercial strategy and shaping the future of a business has prompted many solicitors to strongly consider an in-house role. If firms are to remain competitive it’s essential that they attract and retain employees that are highly desirable.

Globalisation

Working in an increasingly globalised world means work opportunities arise for law firms, and also for legal professionals who are tempted to move abroad. Post-Qualified Experience cannot be earned overseas. This represents a dilemma for law firms, as they may be faced with very experienced and able candidates on paper who simply do not have the required PQE. For instance, a solicitor who was newly qualified in 2006 and who moved abroad a year later would still only have one year’s PQE upon returning to the UK in 2017.

So, while solicitors who have worked overseas may offer certain unique skills there’s still no quick workaround for firms who are looking for candidates with junior-mid level experience.

How can firms beat the competition and recruit the best candidates?

Recruitment can be a stressful affair at the best of times and especially so in the midst of a skills shortage. Posting an ad on job boards or the firm’s website can feel like sifting through an awful lot of sand to find a small amount of gold. Often, firms simply don’t have the time or the capacity to put into recruitment, alongside running the business, winning new work, carrying out existing work and simultaneously ensuring the best outcomes for their clients. This is where a recruitment agency can really prove its worth.

A reputable, experienced agency will have an extensive network of contacts and a large database of potential candidates at their disposal which can save firms a lot of legwork. Any agency worth their salt will have developed good relationships with their candidates and will be able to act as an effective, trustworthy middleman between the two parties. This is especially true where the agency is a legal recruitment specialist, as they will be familiar with the industry and will understand the unique challenges faced by the legal sector.

While there is no magic solution, by being alert to the issues surrounding competition and retention law firms stand a better chance of attracting individuals with the right experience. A professional recruitment partner doesn’t just present the best candidates, they can advise how firms can hold onto their best talent: an investment that pays off now and in the future.

If you found this blog interesting, please check out our other blogs on Is there any Legal Talent left? and How to attract and retain millenials. Furthermore, contact our team to speak about your recruiting needs, call 01772 259 121.

As we all know, the legal profession has historically been male dominated, perhaps more so than almost any other. However, times are changing – not just in law, but across the board – and women are now getting the same opportunities that were once almost entirely reserved for men. Theresa May is Prime Minister, Cressida Dick is the head of the Metropolitan Police, and Angela Merkel has been heading up Europe for a number of years.

Within law, things are also changing. Baroness Hale, the Supreme Court Deputy President – is expected to replace the retiring Lord Neuberger who steps down at the end of next year. She has already become the UK’s first female Lord of Appeal in Ordinary and is currently the only female justice of the Supreme Court.

In addition, Lady Macur is lined up as the next Lord Chief Justice and will become England’s most senior judge when Lord Thomas of Cwmgiedd also retires in 2017. And it’s likely that this won’t be the end of women being promoted to greater positions of power within the UK legal arena. We’ve written before about the rise of flexible working in law over recent years and the introduction of this way of working to the Supreme Court is likely to encourage more women to the posts. And the vacancies will be there to take, as a record six other senior judges are expected to stand down in the next two years as they approach retirement.

Flexible working

Flexible working doesn’t just appeal to women of course, but it should help to encourage more mothers of young children, for example, who may have stepped away from full time positions to care for their families. It can also help to improve diversity and therefore business performance if managed in the right way.

As well as the introduction of flexible working, equality law provisions will also come into play, specifically the clause known as ‘the tipping factor’, which allows employers to treat a candidate from an under-represented group more favourably if:

• Both candidates are “as qualified” as each other
• The employer selects on merit
• And taking the action is seen as a proportionate means of achieving a legitimate aim.

Women in the legal profession set to rise

All three are likely to apply to the Supreme Court so it’s highly likely that we’ll see even more female professionals join Lady Macur and Baroness Hale at the top table of the legal profession. It appears that it’s not just politics where women are making their mark, but also in law too. Here’s hoping this provides an inspiration to female professionals and the legal firms that embrace diversity and we begin to see greater numbers of women make partner over the coming years.

For more insights from the team take a look at our other blog posts.

A work-life balance is something that we’re often told we need, yet many of us are guilty of throwing ourselves into the work part, forgetting about paying the same attention to the rest of life. So how can you tell if your work-life balance is off kilter? We’ve put together a guide to help you recognise warning signs, how to achieve a more balanced situation, and why it all matters.

Signs your work-life balance is out of sync

The first step to achieving a more harmonious work-life balance is recognising when there could be a problem. If you’ve experienced any of these symptoms it could be a red flag that your work-life split is off balance:

• If you rarely leave the office at 5.30pm it could be a sign that your work-life balance is weighing too heavily towards work. Of course, everyone has those days when something urgent crops up at 5.25pm, but if it’s just you and a few stragglers at 6 o’clock, perhaps your work-life balance needs some attention. If it’s just you and the cleaner in the office at 7.30pm every evening, it’s time to start asking questions.

• You go to work, go home, eat, mindlessly scroll through Netflix and collapse into bed. Maybe you don’t even eat at home, you heat up a supermarket meal in the microwave and eat at your desk. You’ve no time for the gym, socialising or after-work activities. You’ll likely feel exhausted and have little interest in anything once you leave the office: these are clear indicators that you’re mentally drained and suffering from overwork.

• Feeling irritable and resentful towards your job, boss, company, or colleagues is a sure sign that your work-life balance is out of sync. There’s no denying that work can be stressful, and colleagues can be, how shall we say, trying at times. But feeling that way regularly, even daily, is a clear signal that your work-life balance needs reassessing.

How to achieve a work-life balance

When you’re in the cycle of working late and taking work home, either physically or mentally, it can be difficult to get out of the habit. One way to break the cycle is to schedule activities for after work. You could have dinner with a friend or loved one or make plans to go to an exercise class or running group with a friend: anything that involves meeting up with someone else. The activity isn’t important, the key thing is that you’re compelled to leave the office by a certain time and not let someone you care about down.

And if work has got you feeling blue, try incorporating exercise into your daily routine. Not only is exercise good for your physical health, it improves mental wellbeing too. Build exercise into your daily work routine and try cycling or, if it’s practical, running or walking to the office. The physical activity will boost production of endorphins, the body’s ‘happy hormone’, and blast away stress. Not into high-impact activity? Even a stroll around the block at lunchtime will help raise the heartrate, boost endorphins and just expose you to some fresh air and sunlight – that can’t be so bad, can it?

Why a work-life balance matters

There are many reasons to recalibrate your work-life balance if it’s swung too far in favour of work. Perhaps the most significant question to ask yourself is that if you’re not spending non-working hours with loved ones, or pursuing things you enjoy, are you truly contributing to your or their happiness? As the saying goes, nobody ever wishes on their deathbed that they’d spent longer at the office. Most people have to work to live of course, and it’s great if you love what you do. But give your happy hormones a boost and share that passion with the people that matter most. Because – and grab a tissue now, we’re getting deep here – it won’t be your boss, or your client, or Dave from accounts that’ll be by your side until the last.

On a lighter note, doing things outside of work makes you more well-rounded. Playing sport isn’t just good for burning calories and boosting endorphins, it enhances teamwork skills. Being surrounded by work all of the time leaves you mentally drained and with a disinterested attitude to everything else. Different activities stimulate different parts of the brain and can help you think differently, and therefore perform more effectively, while you’re at work. Plus, hobbies are enjoyable! And who would say no to a little more fun?

If you found this blog interesting, check out more of our blogs or if you’re looking for that perfect role, check out all the vacancies we have available.

Want some tips or advice? Call the office on 01772 259121 and speak to one of our experts

You place an ad with a recruitment agency, excited to see who will apply and what the crop of candidates will bring. You’ve a great reputation, an attractive benefits package and offer a generous salary, so why aren’t quality candidates coming through the door?

It’s a familiar story. Plenty of undergraduates show an interest in law; according to the Law Society, a total of 22,765 students were accepted onto undergraduate law courses in England and Wales in the academic year 2016-17. And it’s not as though there are only a handful of fully-qualified, experienced solicitors in the land, as the same report indicates that there were 175,160 solicitors on the roll at the end of July 2016. While the figures appear healthy at first glance, the reality is that law firms are struggling to keep pace with changing demands.

What does a talent shortage mean for the legal sector?

One area of the law where a lack of quality candidates is particularly prevalent is in Conveyancing. The labour-intensive process of Conveyancing and the growth of other areas of law, such as work for private clients, mean that firms are struggling to meet the property-related demands of their client base. Firms are under pressure to retain existing talent and attract new talent from a shrinking pool.

Firms should take action to remain competitive

A 2017 survey by PwC found that more than half of the top law firms within the UK were not keeping pace with new technology. As a result, labour-intensive processes, such as facilitating the sale of property, remain just as labour-intensive and reliant on slow postal systems for sending documents to be signed as they ever were.

Not only does this make the field of conveyancing unattractive as a whole, a lack of investment in technology signals to a candidate that this is not a firm that is looking forward or moving in the right direction. Investing in technology to allow electronic signatures and cut out snail mail makes life easier, and the service more attractive, for all parties from staff members and candidates to clients.

Alongside investment in best practice for the future, training is another key factor in offering a competitive edge when recruiting candidates. As time moves on and client demands change, so too must the skills offered by solicitors. And of course, there’s the ever-present spectre of Brexit looming, bringing with it an uncertain future with Europe, and clients that may need advice on trading overseas. Equipping your staff to deal with these issues broadens their skill set, strengthens what your practice can offer, and makes the whole package more appealing to candidates.

The most important factor for law firms

With ways of working changing faster than they have in decades, technological advances continuing apace and an uncertain relationship with Europe on the horizon, flexibility is the defining characteristic law firms need to display. Investing in better ways of doing things and training staff is all well and good, but it’s only relevant until circumstances and client demands change next week, next month, or next year. Law firms need to have one eye on the future, one eye on the lay of the land, and adjust and readjust as times move on to be in with a fighting chance of attracting – and keeping – the very best candidates.

Contact us today to see how we can assist you with your Recruitment needs by calling us on 01772 259121 or Register a Vacancy directly.

After 2017’s climate of uncertainty, largely triggered by Brexit, UK law firms are understandably cautious going forward. However, on the whole, they are demonstrating their robustness by expressing a desire to continue with business as usual. In fact, our latest white paper, The Challenges and Opportunities Facing Legal firms in 2018, reveals that a significant majority (66%) of firms are looking to increase their headcount over the coming year. Of those businesses, 4% expect to increase staffing by 5% and 11% predict that it could be by as much as 30%. So, clearly there is considerable optimism about the opportunities for headcount growth in the coming year.

However, there appears to be challenges ahead surrounding the availability of labour. Around two-thirds (67%) of those surveyed say a skills shortage is their top concern for 2018 and 20% cited staff retention. And with business lobby group British Chambers of Commerce saying that skills shortages reached ‘critical levels’ in the last quarter of 2017, it is now vital for firms to retain the talent that they already have. So, which retention strategies can be used to incentivise existing staff to stay?

Flexible hours

The most important thing is to consider what your staff value the most. New research from HSBC reveals that 89% of employees view flexible working as a key motivator – more than the 77% who were influenced by financial incentives. Yet our survey found that only 33% of respondent firms offered flexible hours and fewer still provided part-time options. While it is encouraging to see that practices are increasingly aware of the demand for adaptable working patterns, those that don’t offer them to staff – and at all levels of seniority – risk losing them to businesses that do.

Remote working

Our survey revealed that 22% of firms offer staff the opportunity to work outside of the office. And, in a profession where long hours are the norm, there’s no doubt that many employees would welcome the opportunity to dispense with their commute on occasion. Does your firm make use of the technology available that facilitates this, such as cloud storage?

Training and development

In its recent Human Capital Trends report, Deloitte found 51% of companies rated ‘investing in talent’ as an urgent priority. Consequently, it is a surprise that none of our survey respondents cited training and development as a key retention offering at their firm. Millennials, in particular, will be hard to attract without excellent training and development programmes: a recent report by PwC found that 74% of the millennials it surveyed said that learning new skills to remain employable was something that they valued highly. And, over a quarter said this was the most important factor in making an organisation an attractive employer. Given that this generation will make up three-quarters of the UK workforce by 2025, firms cannot afford to overlook their needs: doing so will mean that they could fail to engage with a large share of skilled talent over the coming years.

Bonuses, sabbaticals and other offerings

Of course, while our research shows that flexible hours, remote working and training opportunities are important ways to invest in and retain staff, they aren’t an exhaustive list. Other benefits such as bonuses, sabbaticals, employee discounts, paid volunteering leave and a holiday allowance that increases over time, are just some of the other ways to incentivise staff. The best way to find out what your staff would value is to simply ask.

Not only are these methods excellent ways to keep staff engaged, they will also make your firm more attractive to potential recruits. At a time of significant skills shortages, are you doing all that you can, to attract and retain?

To request a full FREE copy of the report, click here.

​Furthermore, to speak to the team about your recruiting needs, call 01772 259 121

What characterises a millennial?

The defining characteristics of millennials – those born between 1980 – 1996, according to Pew Research – have been documented across a whole raft of research (notably from PwC and Deloitte), articles and books in recent years. The general consensus is that theirs, is a generation with a world view inevitably shaped by significant events such as financial recession, technological revolution and the rise of social media. As a result, they have less inclination to be motivated by money alone, a strong need for work / life balance, a commitment to their personal development, technological savviness, a preference for flexible working, an attraction to work which has social or charitable impact and a keen interest in diversity.

How millennials are changing the legal landscape

This crop of young lawyers is having a transformational impact on the workplace: according to legal services provider LOD, firms are moving from a ‘dormant, low-tech, individualistic system to a dynamic, high-tech, collaborative one.’ As In-House Lawyer magazine points out, over the first half of the 21st century, millennials will replace Boomers as the dominant demographic group throughout society: since law will be no exception, it is vital for employers to consider the ways in which they attract and retain millennial talent. Factors which have traditionally worked in the past, such as financial rewards, do not appear to inspire this generation in the same way.

Top tips for motivating millennials

With this in mind, here are our top tips for attracting and keeping our partners of the future.

1. Create an agile work environment.
   Millennials are used to wireless, mobile technology that gives them the flexibility to work wherever they need – or choose to. Offer remote working where possible and provide a secure means of access to the information needed to do their jobs when they aren’t in the office.
2. Dispense with rigid hierarchical career paths.
   Research shows that millennials are inclined to be peripatetic: they will move from place to place and are unlikely to want to follow a highly structured career path to partnership at one firm. Instead, build alternative career paths that still allow top talent to prosper.
3. Provide workload predictability.
   Of course there are times when work will inevitably ebb and flow but, where possible, try to ensure that workload can be anticipated in advance. The new generation of lawyers will graft hard but they value work / life balance so highly that if they can never make personal plans, they are unlikely to willingly remain in a role.
4. Develop an inclusive culture.
   A generation that has grown up with social media is one that understands the value of an open platform of interaction, collaboration and dialogue. Again, a hierarchy where voices are kept separate will not appeal. Instead, form project teams of various levels of seniority which encourage participation, mentoring and feedback between generations.
5. Utilise their tech savviness.
   It’s clearly a fallacy that every millennial is an innately skilled programmer, but they are certainly more likely to be aware of the technology available to them. Manually sifting through paperwork will appeal even less when they know that there are faster, more efficient methods, if only the firm would invest in business intelligence or data analytics. Use their understanding of technology to drive innovation.
6. Seriously consider diversity.
   Don’t just pay it lip service. The law firm of today should be fully committed to a culture of inclusivity. Set targets for diverse representation.
7. Promote charitable and community involvement.
   It is important for millennials to feel that their vocation is worthwhile: financial reward is rarely their sole motivator. Involve them in work with social meaning. As a firm, consider the ways in which money and time can be used to benefit good causes.

So, leaders of law firms should be mindful of the fact that today’s millennials will be the partners of tomorrow, Succession planning now is vital: firms must attract and retain the best millennial talent in order to ensure the longevity of their businesses.

To find out how Clayton Legal can help you plan for the future needs of your firm, contact us today.

Take a look at some of our other blogs to gain more insight into the legal sector.

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