Executive summary. ix
About the authors. xv
Chapter 1: Why is there a talent acquisition and retention battle?. 1
By Anne Harnetty, managing director, Jonson Beaumont Ltd
What were people looking for pre-COVID compared to now?. 3
What do value propositions look like?. 4
Will firms have to redefine their recruitment strategy to deal with the current market conditions?. 5
What part does culture play in the retention battle?. 8
What do staff really want?. 10
Chapter 2: A career in law - changing attitudes to the legal profession. 15
By Victoria Cromwell, head of new business and account management, BARBRI
The changing face of the legal profession and its effect on recruitment. 15
Generative AI - friend or foe?. 17
Wellbeing and the legal profession. 18
New routes to qualification. 19
Attracting talent early from diverse talent pools. 20
Do aspiring solicitors still view law as a "career for life"?. 21
In-house and beyond - alternatives to private practice. 23
Has the legal profession lost its shine?. 24
Chapter 3: Changes to the legal profession - how a career in law could look. 27
By Charlotte Smith, founder, Level7
Entering the profession. 27
A career in the law. 28
The legal profession's sex and elitism. 29
The motherhood penalty. 29
Motherhood from a wider lens. 30
Peak to pivot - the journey beyond. 31
Redefining legal careers - adapting to new trends. 32
Silicon Valley as a catalyst for change. 33
What does the future look like? A technology-driven legal evolution. 34
The change catalyst of 2020. 35
The changing face of modern legal professionals. 36
Traditional views on making partner. 37
Adapting to AI and multidisciplinary expertise. 38
Culture and leadership in the law. 38
Advocating for change in the legal profession. 39
Chapter 4: The SQE and QWE - building a talent network for the future. 43
By Robert Dudley, head of employability and engagement, BARBRI
Upskilling and building commercial teams. 44
Paralegals and the QWE "bank". 46
Growing talent from the ground up through apprenticeships. 47
Creating a new and improved workforce with improved diversity and inclusion. 48
Summary. 50
Chapter 5: What do recent graduates and junior lawyers really want from firms?. 53
By Serena Brent at Mayer Brown, Sophia Margetts at Osborne Clarke, Suhail Mayor at DLA Piper, and Chrissie Wolfe, LAB Consultancy
Chapter 6: Attracting and retaining diverse talent. 65
By Caroline Vanovermeire, global director of talent, leadership, and organizational development, Dentsu and Kathryn Rousin, global director of learning and development, White and Case LLP
Introduction. 65
Understanding underrepresented talent pools in law firms - navigating diversity and inclusion. 65
Progress and strategies for attraction and inclusion. 69
The role of employer branding and employee value proposition in law firms - strategies for success. 73
Engaging and retaining diverse talents in law firms - nurturing a culture of inclusivity. 76
Chapter 7: Firm culture and the importance of trust. 81
By Jean-Baptiste Lebelle, head of HR, and Alice Boullier de Branche, senior HR manager, Allen & Overy
Is loyalty an old-fashioned notion?. 81
Taking into account the expectation of the new generation. 83
The different leverages of a firm's culture that have an impact on talent retention. 85
How to build a firm culture that is attractive. 87
The importance of designing and delivering an authentic people's promise. 89
Chapter 8: Redefining legal talent - a question of purpose. 91
By Chrissie Wolfe, solicitor and founder, LAB Consultancy
Introduction. 91
What is the expected talent lifespan?. 92
What is the primary purpose of the business during that time?. 95
What skills and attributes do we need to align with that purpose?. 99
Where do we find this talent?. 100
Conclusion. 102
Chapter 9: Interpersonal relationships and (re)building a culture of firm loyalty. 105
By Lara Selem, co-founder, Selem Bertozzi Consulting
Introduction. 105
The impact of remote work on interpersonal dynamics in law firms. 105
Strategies for effective communication in the virtual era. 107
Fostering social connections in hybrid work models. 109
Prioritizing mental health and wellbeing. 110
Cultivating a culture of loyalty in law firms. 112
The role of leadership in shaping the firm's culture. 113
Innovative approaches to team building and engagement. 115
Facing challenges in building loyalty to the firm. 116
Future outlook. 118
Chapter 10: What legal can learn from other industries. 119
By Tea Hoffmann, managing principal, Law Strategy Corp
Hire based on need, not on tradition. 120
Design an innovative hiring process. 121
Overhaul your interview process. 122
State your expectations and hold your lawyers accountable. 123
Create an extensive onboarding process. 124
Create meaningful mentor relationships, not just mentoring programs. 126
Undertake mentor training. 127
Summary. 129
Chapter 11: The impact of technology on attracting (and retaining) talent. 131
By Tara Waters, partner and global chief digital officer, Ashurst LLP
Introduction. 131
A short history of the evolution of technology in law. 131
The role of technology in law. 133
A growing and diverse legal talent base. 134
How technology impacts talent. 135
Technology as a positive differentiator for new talent. 136
Conclusion. 139
Chapter 12: Beyond the bonus - rethinking the approach to motivating legal talent. 141
By Rebecca Holdredge, director of knowledge management, and Becky Jo Morgan, director of practice operations, Levenfeld Pearlstein, LLC
The call for change - shifting professional desires. 142
Unlocking potential - the power of non-financial incentives. 144
How emerging departments can energize talent. 147
Looking ahead - the future of motivation in a law firm. 149
Integrating new motivational approaches. 150
Chapter 13: Developing talent in the exponential age. 153
By Catherine McGregor, director of professional development at Chief Legal Executive, and executive coach
Future readiness. 156
The legal department talent landscape. 157
Reframing development. 157
Impact of remote working. 159
Benefits of coaching on professional development in the legal profession. 160
Leader as coach. 162
Differences in feedback given to women and minority ethnic individuals and how to correct biases. 163
Chapter 14: A little HELP - rewarding and nurturing talent. 167
By Molly Peckman, founder, Molly Peckman Training & Development
Introduction. 167
H = Honesty. 168
E = Empathy. 170
L = Listening. 171
P = Professional development. 173
Next steps for partners who want to HELP. 174
Chapter 15: Keep your talent engaged - how to cultivate a skill building discipline. 177
Patrick McKenna, author, lecturer, strategist, and advisor to the leaders of premier law firms
Step 1: Begin to develop a learning culture. 179
Step 2: Encourage partners to debrief on their most recent client matters. 179
Step 3: Have groups debrief together on engagements. 180
Step 4: Capture and codify each group's knowhow database. 183
Step 5: Have each partner identify their personal skill gaps. 184
Step 6: Ensure the creation of personalized skill-building plans. 185
Step 7: Ensure that each partner"owns"their career development. 186
Step 8: Include skill development in goal setting, evaluation, and reward. 186
Step 9: Have an investment fund available to finance projects. 187
Step 10: Communicate success stories. 187
Chapter 16: Succession - transition strategies for lawyers, law firms, and clients. 189
By Heather Suttie, legal market strategy and management consultant, Suttie.
Introduction. 189
Prepare for a wave of retiring partners. 190
Law firms are businesses - run them that way. 190
Smooth succession is reliant on culture. 191
Clients of the firm versus clients of the individual. 192
Succession plans must be transparent. 192
Voice of the client is key to smooth succession. 194
The value of embedding, secondments, cohort laddering, and cross-service teams. 195
Coming to terms with succession. 196
Alumni programs keep talent engaged and connected. 197
Alumni programs are a winning business strategy. 198
A strong network is the backbone of a robust alumni program. 199
Conclusion. 200
About Globe Law and Business. 203
