Faced with outdated methods within the profession and a lack of future focus at traditional law firms, the digital-ready legal talent pool is beginning to look elsewhere for work – either to only the most progressive firms, or to other professions entirely.
Even the usual recruitment guarantee of cherry-picking thousands of competing law students each year is in doubt: research by Legal Cheek shows that four-fifths of law students reported being open to other career options like consulting and public sector work.
Point is, it’s never been tougher to attract and keep talent and it’s not just salaries and benefits that drive those decisions but access to the latest in tech innovations that make work easier, faster and smarter but also make teams proud of where they work.
The minority of pioneers within the sector are showing the rest how to keep young talent engaged. As the Financial Times recently reported, the most innovative European law firms now have what they often call “advanced” teams, which assemble the skills of legal engineers along with technologists, project managers and design thinkers.
And many areas of legal practice now employ lawyers who are adept at tech: their clients are going digital, and so must they. Other firms and their C-Suites now need to follow suit by forming strategies that empower people with technology-driven strategies. By failing to focus on tech innovation, they risk losing credibility with existing and future talent.
Business leaders need to match the growing digital literacy and ambitions of young lawyers
Gartner explains how companies can move faster on digital transformation if all levels of the organisation share an understanding of the aims.
But there is evidence of a growing divide between digitally hungry up-and-coming legal professionals and the more analogue business leaders at the helm of the industry.
Employees are increasingly eager to make a digital shift; CWJobs found that more than half of non-tech workers are contemplating a tech-based career change and almost one in 10 workers have already made the move. Meanwhile, the C-Suite are frequently found to be either unethusiastic or underinformed about tech.
“Lawyers have to re-engineer themselves to deliver the outcomes that clients want”, writes Professor Richard Susskind OBE in Tomorrow’s Lawyers. But the onus is now on business leaders to ensure that the organisational frameworks are in place to allow lawyers to not just keep pace with, but propel technology-driven growth.
What are you doing to attract digital talent?
In the emerging talent war, your firm needs to turn the heads of the next cohort of legal innovators. But standing out from the crowd isn’t easy in an industry increasingly packed with disruptor firms and legaltech vendors. Here’s a look at a few of the people-focused tactics and strategies that could help secure a healthy flow of talent into your business.
Our human-centric approach to tech consulting in the legal sector
We take a holistic view of our clients’ businesses and the opportunities for innovation, the barriers to change and the need for integrated, advanced technology solutions that maximise the employee experience.
Empower your people to enact cultural change
Legal professionals need to adapt to digital, and firms need to work out how to manage that shift. Our executive education programmes are designed to address these human and cultural aspects of profound transformation.
Redefine your roadmap with bold strategy
We help firms and their leaders prepare themselves for the future of the legal industry by evaluating the strategic role technology has now and in the future for their business, and the initiatives needed to deliver on that vision.
Execute thoughtful technology adoption
We give you the advanced technology roadmap to help you ensure that lawyers can focus more time and energy on higher value tasks and client care. And crucially, we will oversee the delivery of that roadmap via our trusted network of partners.
Get in touch. We can start you on a path to success.