Pay scales are a prevalent topic of conversation in almost all legal circles. However, in recent months a great deal of the discussion around remuneration has been leaning towards rising newly qualified pay, and away from the ever important topic of the gender pay gap. According to a recent study from Deloitte the gender pay gap won’t close until 2069, and as a profession known for its male heavy leadership teams, the legal sector needs to do more to address the gulf.

Gender equality – Are legal firms making progress?

The profession is certainly making progress. Earlier this year eight London law firms were recognised in Business in the Community’s Top 50 Employers for Women league table for championing gender equality. The annual league table recognises businesses that ‘demonstrate gender equality as a key part of their business strategy’ throughout all levels of their organisation – including leadership positions.

Gender equality is a concern for a number of sectors, but the legal profession frequently finds itself under fire for a having a lack of women at partner level. However, Linklaters, Addleshaw Goddard, CMS, Eversheds, Hogan Lovells, Herbert Smith Freehills, Pinsent Masons and Simmons & Simmons proved themselves worthy of a place in the top 50, by demonstrating a ‘commitment to creating workplaces and cultures that are inclusive of women.’

The gender pay gap – a long game?

However, Deloitte’s analysis not only indicated that pay parity won’t be achieved until 2069, 99 years after the equal pay act of 1970, but also that the gulf widens over time in all 10 of the most popular graduate careers surveyed. A recent salary survey from The Law Society supports Deloitte’s findings, indicating that while on average men earned 19.2% more than their female counterparts, the gap is widest for equity partners.

So while many firms are working to make their cultures more inclusive and diverse, it is clear that few are tackling the pay crisis head on. Firms need to ensure that they actively work to address the pay gulf, particularly at partner level, to guarantee that they attract and retain the top talent. Many firms are working to encourage women to stay in the profession by offering flexible working policies that allow them to effectively balance their work and home lives, but as discussions over gender pay find themselves back in spotlight, practices need to ensure they are working to close the gulf or risk losing some of their most talented professionals.

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The number of employers implementing agile working policies has climbed sharply in recent years, and as city firms battle to attract and retain top legal talent, a range of practices are introducing policies which give lawyers greater flexibility over their work/life balance. In a profession that is known for its exceptionally long hours and substantial focus on productivity, the prospect of working flexibly will likely be welcomed by many.

Understandably many firms have broached the prospect of agile working somewhat tentatively with the notable exceptions of two city practices in Schillings and Mishcon de Reya, who have both introduced new and innovative flexible working practices. Schillings recently announced that lawyers only need to come into the office two days a week, while Kevin Gold, the managing partner of Mishcon de Reya, allows lawyers to work from home as many or few days as they want.

Ultra – agile – the way to retain top legal talent?

Mischon De Reya pioneered the ultra-agile working trend when its managing partner Kevin Gold told lawyers they could work as many or few days in the office as they want, in addition to being able to take unlimited holiday. Gold claimed that the policy stemmed from wanting to foster greater gender balance within the firm, and encourage female talent to return to the profession after taking a career break to have children. Interestingly Mischon De Reya was one of few firms to post 100% autumn retention scores.

Following the upheaval of its existing flexible working scheme, Schillings is set to eliminate all fixed desks from its offices in favour of a new ‘desk booking system’ that enables lawyers to book a spot for a specific day or week. Christopher Mills, Shillings’ COO said that the scheme aimed to improve collaboration between the firm’s various teams, including cyber security and intelligence. He also highlighted recruitment and retention as a key driver behind the implementation.

Flexible working – the way ahead?

According to a recent study by Grass Roots, 49% of employees claimed that flexible working arrangements and work-life balance are their most valuable benefits. Interestingly the same study found that while 84% of all respondents indicated that their benefit package was important in keeping them in their current role, that figure rose to 93% for 25-44 year olds. These figures support the growing consensus that younger generations are increasingly beginning to value holistic benefits packages over additional cash compensation.

While the take up of flexible working arrangements in law may not be a quick as in industries such as media and tech, it’s evident that more and more practices are coming to realise the value of such policies. And with millennials searching for ever more holistic benefits packages agile working polices may set one firm out above the next when professionals are searching for a new role.