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Working Life

07/06/2019 by James Pritchard

What lessons can NQs and junior solicitors learn from ‘no brown in town’ furore?

The legal profession hit the press for all the wrong reasons a couple of weeks ago when a partner at an international law firm suggested junior lawyers shouldn’t wear brown shoes with a blue suit. Whatever the merits of this argument (spoiler alert: there aren’t any), it raises an important point for candidates.

There’s a scene in the 1992 film My Cousin Vinny when the judge takes exception to the clothes worn by lawyer Vinny, memorably played by Joe Pesci. Pesci is attired in a black long-sleeve T-shirt tucked into black trousers for his first appearance before the bench. “A little informal, aren’t we?” Judge Haller observes.

Goodness knows what he would have said if Vinny had committed the even more egregious sartorial ‘sin’ of wearing a blue suit with brown shoes. We’ll never know. Perhaps the old adage, ‘No brown in town’ doesn’t apply in deepest Louisiana.

It seems that it very much does in London town though. A couple of weeks ago an unnamed partner in an international law firm caused quite a stir at a conference at the Hilton Tower Bridge when he advised trainee lawyers: “Don’t wear brown shoes with a blue suit.”

The quote was picked up by a journalist and posted on Twitter, where it was pounced on by lawyers and non-lawyers alike. Tweets in response included: “This is silly”, “The partner should get out of others’ wardrobes, or just get out more,” and “Brown shoes — of the right shade — are right for a blue suit.”

The story then appeared in Legal Cheek and the Telegraph, with the latter pointing out that “wearing brown shoes with a blue suit has long been the scorn of those who adhere to the ‘City dress code’”.

More importantly though, it highlighted the fact that candidates are often judged on their appearance rather than their abilities and seems to add weight to the results of a social mobility study carried out into recruitment in the banking industry.

“For men, the wearing of brown shoes with a business suit is generally, though not always, considered unacceptable by and for British bankers,” the report says. Echoing what many say about legal recruitment, it concludes that firms recruit from a tiny pool of elite universities usually on the basis of whether people ‘fit in’. The result is that poorer applicants can miss out even if they have the required skills because they don’t dress, speak and behave in the same way as other candidates. Sounds familiar, doesn’t it?

In fairness to the unnamed partner, his comment may have been taken out of context. Firms place a huge emphasis on ‘fit’ and stepping outside the norm can send a signal that a potential trainee isn’t suitable for that firm. I’m not saying this is right, as clearly it isn’t. But it is a fact of life. It’s hardly news that many in the legal profession are so hidebound that they judge people’s merits on the basis of what clothes they wear.

An article last year in the Law Society Gazette pointed out that many firms now have a more casual dress code, but this can be even more of a minefield.

One piece of advice in the article is “to look at what the client wears, then tone it down”. It helpfully continues: “Lawyers can be more casual around creative-industry clients and entrepreneurs. But it’s possible to go too far – architects favour extravagant glasses, but you don’t want them thinking you’re making fun of them by turning up one day sporting enormous red specs.”

There’s a serious point behind this and a similar one was made by one tweeter. “Here’s some advice from someone who chooses between large international law firms. Stop all dressing the same. You look like boring automatons. We don’t want drones, we want people.”

Presumably, the original comment about brown shoes and blue suits was directed mainly at men. Women have it far worse. In an article titled,The Minefield of Workwear for Women Lawyers, Kayleigh Zioli points out that “women in the corporate and professional setting still face additional societal judgement on their performance and leadership based on what they are wearing and how they present themselves”. Zioli concludes that some women spend an incredible amount of time and money on workwear, and view it as a huge area of stress.

My advice to candidates is to do your research. A firm’s dress code says a lot about its culture and it’s hugely important to find out if the firm is a ‘fit’ for you. Some people couldn’t care less about dress codes, others most certainly do. ‘Fit’ works both ways and it is not simply a question of learning to wear the right uniform.

For what it is worth, the view of the Telegraph’s Men’s Style Editor Stephen Doig is that “to assume that black shoes take priority over brown demonstrates a very stylistically uneducated viewpoint”. That lawyers have got it wrong when it comes to fashion comes as no surprise at all.

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Filed Under: Working Life

17/04/2019 by James Pritchard

Will law firms adapt to meet the demands of today’s junior lawyers?

For many young people, experiences are more important than careers. Rather than demand a steady progression up the career ladder, they are seeking flexibility and the ability to challenge and reinvent themselves. We look at how law firms will adapt to these demands and what this means for the legal career of the future.

What do young lawyers expect from their job? The reflex answer you expect is: “To become a partner”.

This may still be true for some, but by no means for all.

“Becoming a partner at their law firm has long been the prize for young lawyers,” said a recent article in the Financial Times. “Along with high pay, it was the enduring incentive to work gruelling hours and perform mundane tasks. But a generation of trainees want something different; the partnership track has ruptured.”

If young professionals don’t want partnership, what do they want? According to Deloitte’s latest human capital trend survey, modern careers “can be viewed as a series of developmental experiences, each offering the opportunity to acquire new skills, perspectives, and judgment. Careers in this century may follow an upward arc, with progression and promotion at various times—but they will look nothing like the simple stair-step path of generations ago.”

This change in attitude has been driven by technology. On the one hand, young lawyers resent being ‘on’ and contactable 24/7 by clients and colleagues. On the other hand, millennials embrace the flexibility technology offers. The gig economy has opened up a new way of working for so many people, why, they argue, should law firms be any different? The fact that virtually anyone can be working, or even be their own boss, with nothing more than a laptop and a mobile phone is hugely alluring.

The end game for law firms is that unless they adapt, they will struggle to attract and retain the staff they need. This is recognised in a report on UK law firms by PwC, which places a shortage of talent as one of four issues law firms need to consider if they are to remain resilient in the years ahead. “Is there a flexible working culture that meets the needs of the workforce?” the report asks.

Some firms are embracing this. Norton Rose Fulbright says in its publication Meet the law firm of the future, that next generation law firms will (among other things) “create new roles, businesses and functions”.

This is exactly what Lewis Silkin has done with its ‘Rockhopper’ service. Rockhopper offers fixed fee HR support from experienced employment lawyers who have opted for greater flexibility – such as working from home or even abroad – in return for less pay.

It is this type of flexibility that has driven the rapid growth of firms such as GunnerCooke and Keystone Law.

Many of the new roles and functions Norton Rose Fulbright mentions come as a result of ever more advanced technology. Much of the work currently undertaken by people is being carried out by machines, or a combination of the two. As a result, the role of people is changing. “As AI and other advanced technologies permeate the workplace, skills such as critical thinking, creativity, and problem-solving gain in importance,” says Deloitte.

This is reinforced in an article by Allen & Overy’s former senior partner David Morley in The In-House Lawyer in which he talks about the damage that can be wreaked simply by lawyers having poor conversational skills:

“I have seen client relationships wrecked, associates demoralised, and business opportunities go begging because key conversations were avoided or mishandled by partners,” says Morley. “As one law firm partner said to me recently: ‘It’s interesting to reflect on why lawyers seem to concentrate so much on what is written and yet so little on what is said.’”

Morley concludes that conversations require “human qualities of empathy, compassion, contextual understanding, judgement and emotional intelligence – in a word: humanity. Qualities that will become even more important to lawyers’ work as machines and artificial intelligence consume the grunt work.”

Deloitte’s report says more than half of its respondents (not law firms but large corporates) have no training in place to build these vital skills of the future. I have no doubt lawyers are as guilty of this as the corporates they represent. And, says Deloitte in wording that will ring a bell for anyone who has ever worked in a law firm: “Internal mobility is still often driven by tenure, title, and internal politics.”

This mismatch between the skills required and those rewarded by promotion will lead to firms being unable to retain their best talent. Successful firms of the future will offer the training their staff demand and need, the opportunity to change their roles as they grow and a culture that embraces this flexibility.

Will law firms step up to the mark?


If you would like to take the next step in your legal career, or if you are looking to hire solicitors at NQ to 2 PQE, register now with NQ Solicitors or call 020 3709 9165 to find out more.

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Filed Under: Working Life

19/02/2019 by Ian Roberts

Staff well-being should be a law firm’s top priority

Silhouette of woman practicing yoga at the beach during sunset

Firms that focus on the well-being of their staff and partners are the ones that will increasingly attract and retain the top legal talent over the coming years. But what exactly falls within the definition of “well-being” and are firms currently doing enough?

It’s not exactly news that being a lawyer is stressful. On International Mental Health Day last October, The Times ran an article specifically about mental health and lawyers, saying: “While mental illness can strike anyone at any time, lawyers in high-stress positions are thought to be particularly prone to it.” This is due, says the article, to the fact that lawyers tend to be highly ambitious perfectionists who carry a lot of responsibility.

That’s not to say it is only those at the top of the legal tree with the most responsibility who are feeling the strain. A survey of junior lawyers by the Law Society’s Junior Lawyer’s Division (JLD) last year revealed that 82% of those surveyed felt regularly or occasionally stressed and 26% felt extremely stressed.

Most tellingly of all, two-fifths have looked for another job as a result of stress levels at their current job. Kayleigh Leonie, the JLD’s Law Society council member, said of the results: “The legal profession is at risk of losing some of its best talent if employers do not begin to embrace their employees’ well-being as a key asset for their business.”

Alarmingly, many junior lawyers feel unable to ask for help, thinking it will be perceived as a sign of weakness. As the Times reports: “One of the many privileges of being at the top of the hierarchy is that support is on tap if things get tough. More junior staff might not feel so empowered.”

Some firms are heeding the calls to do more on mental health. Reed Smith, for example, last year launched ‘Wellness Works’, a firm-wide programme aiming to promote and support the well-being of its lawyers and staff.

According to Deloitte’s latest human capital trends survey, wellness is one of the top three trends shaping human capital. “As the line between work and life blurs, providing a robust suite of well-being programs focused on physical, mental, financial, and spiritual health is becoming a corporate responsibility and a strategy to drive employee productivity, engagement, and retention,” the report says.

There are some interesting points from the above quote and the report in general that law firms would be well advised to take note of:

Work-related stress is on the rise

Work-related stress is nothing new, but it is getting worse. This is largely due to the relentless pace of business today, driven by the always-on nature of digital devices and round-the-clock working styles. The endless stream of emails and messages means people find it virtually impossible to disconnect from their job, even on holiday. This is especially true of lawyers.

Well-being is not just about mental health

It is easy to think of well-being as being only or mainly about mental health, but it goes deeper than this. Deloitte lists “financial wellness, mental health, healthy diet and exercise, mindfulness, sleep, and stress management, as well as changes to culture and leadership behaviours to support these efforts” as falling under the wellness banner. To focus solely on mental health is partly missing the point. For example, research has found that student loan support is one of the most highly regarded well-being benefits for young people. Another is the opportunity to work as a volunteer during company time.

There is a substantial gap between what employees value and what companies offer

Deloitte says that two-thirds of organisations claim that the well-being of their staff is a vital part of their culture and brand. They recognise that it is a crucial measure of their ‘corporate citizenship’. We don’t have figures for law firms, but we would estimate that among the top firms most, if not all, would say staff well-being is an important issue.

What’s interesting is that there is a substantial gap between what employees value and what companies offer. For example, Deloitte cites the fact that 86% of employees would prefer a flexible schedule yet only 50% of companies offer one. Designated office space for wellness is valued by 70% of employees yet only 27% of firms offer it. There are similar discrepancies in relation to mental health counselling, the provision of healthy snacks, and reimbursement for well-being expenses.

Providing well-being benefits is an investment, not an overhead

Organisations that baulk at the potential cost of providing these well-being benefits are missing out. The report states: “There is growing evidence to support the idea that well-being drives performance. Research shows that the costs of lost productivity are 2.3 times higher than medical and pharmacy costs.”

Furthermore, a survey by Deloitte of major organisations has revealed that:

  • 43% believed that well-being reinforces their organisation’s mission and vision;
  • 60% reported that it improves employee retention;
  • 61% said that it improves employee productivity and bottom-line business results.

The upshot is that firms should make well-being a top priority because it is an expected trade-off for the 24/7 nature of work and is the right thing to. But if those aren’t reasons enough, there will be real benefits for their productivity, talent retention and, ultimately, their bottom line.


If you would like to take the next step in your legal career, or if you are looking to hire solicitors at NQ to 2 PQE, register now with NQ Solicitors or call 020 3709 9165 to find out more.

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Filed Under: Working Life

05/02/2019 by Ian Roberts

Is AI a blessing or a curse for junior lawyers?

Junior lawyers and paralegals have been described as an endangered species due to the rise of artificial intelligence (AI). But how true is this? In this blog, we consider the possible impact of AI on junior lawyers and ask whether its emergence is a blessing or a curse.

There’s a chilling quote in a recent paper by professor of law, John Flood. “In all probability elite big law firms will retrench to a model closer to the nineteenth century one,” he says. “There will be a small number of partners and a large cohort of mostly underqualified or uncredentialled clerks who have little or no possibility of rising through the firm.”

This, says Flood, who is professor of law at Griffith University in Australia, is because AI is now able to carry out jobs that involve high degrees of repetition and relatively simple processes. The result is that junior associates and paralegals are an “endangered species” and if they are culled from firms there will be no career path to partnership.

Last year, a report by the Law Society predicted that jobs within the profession will be “increasingly affected by automation of legal services functions”. It estimates that by 2038 total employment in the legal sector could be 20% less than it would otherwise have been, with 78,000 fewer jobs.

AI is already having an impact at some firms. In a recent interview in Legal Cheek, Travers Smith’s finance partner and co-head of graduate recruitment Danny Peel explained how AI products benefit the firm: “It might previously have taken several hours of intensive work to bring a 300-page loan agreement precedent to a point where you can start tailoring it to the transaction in question,” he said. “But with this software the same process can be completed much more quickly. Technology has been transformative — sometimes saving hours of time, making life easier for our lawyers and helping keep our clients’ costs down.”

This all sounds rather dispiriting for aspiring lawyers, but there are two sides to every coin and from another perspective AI can be seen in a different light.

For one thing, despite the fact that 85% of law firms of all sizes say that automation is important, according to a recent report in The Times, only 20% of UK law firms have actually invested in AI to date. It seems that those firms that are adopting AI are largely those from the top end of the market. A survey last year revealed that two thirds of the 30 largest UK law firms were conducting paid work using AI.

Interestingly though the report in The Times also revealed that firms were focusing on three core areas for AI: time recording for billing, improving budgeting accuracy, and identifying opportunities through “relationship mapping”.

In other words, for the most part the focus at the moment seems to be away from automating legal work currently done by people. This is despite the fact that AI already has the capability to transform the provision of legal services. Areas in which it is already making a difference include:

  • Document review by using keyword analysis.
  • Legal research by identifying relevant cases and legal precedents.
  • Discovery by scanning huge amounts of data digitally.
  • Contract creation, review and management by scanning contracts in a matter of seconds and interpreting loan agreements. JP Morgan now has a programme that it claims will save 360,000 legal and compliance man hours a year.
  • Predictive analytics by analysing historic data from case law, judges’ rulings, the legal strategies of opposing counsel and winning arguments and determining the likelihood of their claim succeeding. LexisNexis’s product Lex Machina is one such example and is already widely used in the US.

These are just some of the ways AI can and already does improve lawyers’ lives, undoubtedly for the better. The important thing when looking at this list is to recognise that AI is merely an aid. Many remain steadfast in their belief that AI cannot replace a lawyer’s critical skills: the ability to provide strategic advice in complex cases and to understand and respond to a client’s needs.

Rather than seeing AI as a threat, lawyers should welcome it. AI can eliminate some of the mundane, time consuming aspects of the job, freeing them up to apply their legal skill and expertise at a more advanced level (and at a higher chargeable rate).

This is something even Professor Flood recognises in his paper, despite his seemingly pessimistic prediction for the profession. He concludes that the relationship of trust between client and advisor will become critical, something no machine can ever replicate.

“Trusted advisors and trusted brokers will be in high demand in a world wracked with populism and nationalism; someone must be able to communicate over these boundaries and connect with those on the other side,” he says. “Lawyers, because their basic tool is language are ideally suited for these roles.”

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Filed Under: Working Life

11/12/2018 by Ian Roberts

Spotlight on Bristol: why relocating from London could be the best decision you ever make

Not only is Bristol one of the most thriving legal centres outside of London, last year it topped The Sunday Times Best Places to Live Guide. The city was described in the guide as ‘a small city that feels like a big city, handily placed for seaside and scenery, but hardly cut off from the rest of the country’.

It is no surprise therefore that Bristol is such a popular destination for ambitious lawyers seeking that all-important work/life balance.

We spoke to Angela Parfitt, Resourcing Specialist at independent UK law firm Burges Salmon LLP and asked what Bristol in general and Burges Salmon in particular have going for them.

Burges Salmon is renowned for the quality of its work, which is ‘as good as any magic circle firm’, according to Chambers UK. Bristol is also becoming a legal hub, so people from London are attracted to the area and they get a better work/life balance.

A lot of our lawyers have relocated from London, so it’s a well-trodden path for candidates to make the move. When they move to us, we help them by providing the assistance of a relocation agent.

While commuting in London can often mean two hours a day on crowded public transport, nearly 50% of Burges Salmon employees either walk or cycle to work. There’s also a ferry service for commuters. This means commuting could be a half-hour walk door-to-door. Nearly two years after joining the firm, one of our people commented: “The novelty of having my evenings free just never gets old!”

It’s not just the relaxed commute and improved work/life balance that is drawing people to the city. If you’ve ever visited Bristol, you’ll know that it’s a great place for anyone who likes their food. There are a huge number of different restaurants to choose from and there are new places opening all of the time.

Bristol is famous for its cider and it’s fantastic for beer lovers, too. There are many great pubs all across the city and surrounding countryside. We’re quite spoilt at Burges Salmon, as we have a lot of different options within walking distance of the office, which are ideal for Friday after-work drinks. Some favourites include Moor Brewery, Wild Beer Co and the Grain Barge.

The countryside is easily accessible and just a short journey out of the city you will find yourself in some amazing places such as the Mendip Hills (where our running club competes in Uphill to Wells), the Cotswolds or Westonbirt Arboretum. Bath is only ten minutes by train and many National Trust estates are also close by.

There are always things to do in Bristol. There are some iconic sites, such as Clifton Suspension Bridge, SS Great Britain and The Matthew. You may also wish to visit the Harbourside, Cabot Tower, Clifton Downs Observatory or Bristol Zoo, as well as Clifton Village, Cabot Circus and Cribbs Causeway for shopping. Big events also include the Bristol International Balloon Fiesta, Bristol Harbour Festival, as well as West End theatre shows (that have come to Bristol’s theatres), exhibitions (such as Banksy) and live music.

We are noting a marked increase in interest from candidates who are looking to relocate away from London and Bristol is one of the cities most in demand. Angela’s glowing report on life in Bristol and the quality of work makes it easy to see why.

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Filed Under: Working Life

30/10/2018 by Ian Roberts

Establishing a law firm’s culture is crucial when making a move at NQ to 2 PQE

How important is a law firm’s culture when choosing which firm to join as an NQ? And how do you even go about determining what that culture is and whether it is a good fit for you?

I read recently that Hogan Lovells has installed an indoor putting green in its new Birmingham office. The “Gallimore Green” has been named in homage to one of its partners, Michael Gallimore, who is by all accounts a bit of a golf nut.

The workspace has other facilities too, such as a coffee house, gym and table tennis area. It sounds less like solicitors’ office and more like a We Work-style co-working space. Michael Gallimore said of it: “We want to provide our people with challenging and exciting client work, a supportive and ambitious culture, and a first-class working environment with excellent amenities.”

It brings to mind Richard Branson’s quote: “Create the kind of workplace and company culture that will attract great talent.”

That’s clearly Hogan Lovells’ thinking, as it is for many law firms. Firms talk a lot about their culture when recruiting staff, with phrases such a “nurturing”, “supportive” and “collegiate” never very far away.

In my experience, one of the most important things a candidate can do is look beyond what a firm says its culture is and more at how its culture is demonstrated. I had this in mind recently when I stumbled upon the website of a law firm in the south east (whose identity I won’t reveal) that featured standard issue profile shots of all the staff except the managing partner, who for some reason appeared in a long, curly wig, and a moustache and nose set in the style of Groucho Marx. I couldn’t work out if this was an attempt to show the firm’s sense of fun and informal style or a wind up perpetrated by the IT team. Either way, when I went back to the website to show a colleague, the picture had been replaced with a ‘normal’ profile shot matching all the others.

Then I read about Proximity law firm in Australia on Roll on Friday under the heading ‘Bonkers Law Firm Website’. The article refers to the fact that Proximity’s website explains how they’ve worked out “how to do things differently” and exist “at the pointy end” (whatever that means). Their profile pics alternate between the usual suited and booted look and the same people dressed for their hobbies: snowboarding, cycling, yoga, etc. Yes, it is a bit cheesy, but everyone is smiling, and you get a sense of what the firm must be like to work for.

I would still take this with a pinch of salt though. I always advise candidates thinking of joining a new firm to do two things:

  • Establish what the firm’s culture is really like.
  • Work out if that culture is a good fit for their own values and what they want in their working life.

Let’s look at these two aspects in more detail.

How do you establish what a law firm’s culture is?

You can do this by finding out what behaviour is expected and encouraged of its staff, and what behaviour is tolerated.

Despite what some firms say, many firms encourage individual effort over teamwork, rivalry between colleagues rather than harmony, the meeting of financial targets over staff wellbeing, disrespect towards clients ahead of relationship building.

Similarly, some firms give more lassitude towards “big-hitter” fee earners in relation to their behaviour, treat non-fee earners or junior staff with less respect than fee earners or senior staff, and take a cavalier attitude towards billing chargeable time to certain clients.

In contrast, it will be the culture at some firms to show genuine concern for their clients, the advice they give them and how much they charge for it. In addition, there will be mutual respect between colleagues at all levels within the firm, and care from the management for the health and welfare of their staff.

You can find out about these things by speaking to people who work at the firm or who used to work at the firm and by carrying out research online. You can glean a lot too from the interview process and your impressions when you are shown around the firm.

Work out what you want

While it’s true that this generation of junior professionals is more conscious of the importance of getting the right work/life balance, I am still surprised by how many NQs I speak to who haven’t thought through what they want from their career. You won’t know if you are a match unless you know what your priorities are in terms of culture and values.

What type of working environment do you want and what relationships do you expect to have with colleagues? Everyone is different; some people thrive in a highly competitive environment with a ‘macho’ work culture, other prefer a high degree of teamwork and sociability. Consider also the work/life balance you are comfortable with and how much time you want to see friends or family or to pursue your hobbies.

The important thing is to determine if the firm is a good fit for you rather than whether you could tolerate or make a go of it.

If you would like to take the next step in your legal career, or if you are looking to hire solicitors at NQ to 2 PQE, register now with NQ Solicitors or call 020 3709 9165 to find out more.

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Filed Under: Working Life

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