Opinion: Emma King

I was lucky recently to be on a panel discussion entitled “So, you are about to become a solicitor”, with an advance registered interest of 100. In contrast, a similar event entitled “So, you want to become a partner” attracted considerably less uptake, and at the date of writing it is unclear whether it will proceed.

That in turn led to discussion, and reflections, that everyone I know has a perception that we are losing members of the profession in greater numbers at earlier career stages, for a variety of reasons. Typically, this appears to be around the three to five year mark, often to other professions dedicated to assisting others, such as teaching, but universally outwith the law.

The Profile of the Profession report (“POTP”) just released by the Society notes that 42% have considered leaving the profession for reasons other than retirement. This first key point on the executive summary is presented positively, as the number has decreased from 48% in 2018. I read it with considerable concern, however. A figure approaching anywhere like half must cause us to pause for thought. What are we doing, collectively, to safeguard our profession now and into the longer term, not just from external influences like AI but from our own rate of attrition?

The answer may well lie in the next key message: just under half – 45% – aspire to a better work-life balance. When I was a trainee it was standard practice that you were expected to stay until the job was done, at whatever time, without comment or complaint. There was no communication about my career aspirations or how to achieve them, or any work-life balance.

POTP is a vital read for anyone in the profession, and specifically for those recruiting and shaping others’ careers, but in the findings and quotations, there are definitely what I would define as “old school” themes throughout. It appears that these still cast a long shadow over our daily professional lives.

Now, as a principal of a firm, while I see the “head down, work for as long as it takes” approach as absolutely engaging from a purely fiscal perspective, I truly hope it is not one espoused by me or any in my firm. That is not to say that everyone should simply work as they please. Working to targets is commercially sound, astute, and ensures that a law firm is run as the commercial enterprise it ought to be. However, those targets must also be realistic, achievable and ensure that our businesses’ most valuable assets – our lawyers – obtain a sense of satisfaction from achieving them or, where not, receive support and guidance rather than simply have to “work harder” or “work longer”.

Turning to recruitment, we as a firm have grown exponentially in the last 12 months, with a 50% headcount increase. How we bring people in has evolved into a fairly unique strategy. Recruiting new trainees includes a process where, among other rigorous assessments, applicants are put in a room, asked three questions and given 60 seconds to construct cogent answers. We are not looking for straight A students; we want people who can think on their feet. Being brilliant academically doesn’t mean someone will be a brilliant lawyer. Talented young people, as our recruitment is delivering, can be trained to become well rounded, and well managed, commercial lawyers.

When they join the firm it is for a prolonged period, to allow us to get to know each other before they embark on their traineeships. To date we have brought on and trained many exceptional lawyers. There have also been those who have identified we are not for them (a decision driven by the individual rather than us); perversely, I consider this a success. It is, I believe, significant when entering the profession that the right match is made. There should be an alignment of values and expectations and a conversation surrounding that.

Recently, we have applied the lessons from that extremely valuable process across the board. We are always recruiting, and not for specific positions. The reason? Finding that right fit is about far more than looking at a skillset in a CV, important though that is. Again, that’s a two way process. For those joining we want to identify their goals and aspirations and how we assist them to achieve these.

What makes them tick, and whether that aligns to us and the wider team is also hugely important. How they see, and want to achieve, their own work-life balance is a massive part of that conversation. Commercially it is working. We have since had our best ever financial year and all indications show that will continue.

Returning to where the profession is heading, I endorse the comments by Sheila Webster in the introduction to the report. We should all consider what can we do to improve our profession’s culture – and not just consider but do it: talk. Too often, communication is what we do for our clients but fail to do so for ourselves. I hope that by shining this small spotlight and seeking to lead by example, I can make a small contribution.