Modern Law Magazine Issue 66

LEGAL
TECH TALK
LEGAL
TECH TALK
​Charlotte Smith
CEO of Level7 Legal
Hi Charlotte, what are the
biggest challenges for
law firms recruiting and
retaining young talent?
Challenges in recruiting
and retaining young talent
in law firms stem from
various factors. Many young
professionals are lured by
other sectors which often
promise innovation and
dynamic growth.
For those entering the profession, Millennials and Gen Z
have a propensity to prioritise their well-being and seek
careers with purpose and a positive culture. In a time
when the traditional legal profession has been criticized
for its high attrition rates, especially among mid-career
and female lawyers due to issues like gender inequity,
burdensome childcare costs, and demanding billable hours.
The culture coupled with billable hours models can lead to
burnout, making young professionals question their impact
in the profession.
Historically many law firms offer limited growth and
professional development opportunities, this is changing
rapidly, and will continue to do so. A lack of diverse
roles, evolution pathways, and an unsupportive or noninclusive
culture can discourage the next generation from
committing to a long-term legal career.
What are the most important factors that young rising
stars are starting to consider when choosing a law firm?
When young rising stars in the legal field are selecting a
law firm, several critical factors come into play. Foremost,
flexibility and remote work options are pivotal; Millennials
and Gen Z, known for valuing freedom and autonomy,
are gravitating towards firms that embrace diverse and
flexible work arrangements.
Additionally, they are increasingly looking beyond
traditional billable hours, favoring alternative
performance metrics that emphasise client experience
and technological integration.
A clear mission and vision are essential; these young
professionals want to understand the broader purpose
and impact of their work. Growth is not seen only
through the lens of traditional roles; they’re seeking
alternative legal career pathways and opportunities for
internal role diversification.
Professional development, including advancement
opportunities, coaching, and training workshops,
is a priority. Lastly, a tech-forward environment is a
draw. Rising stars are eager to engage with the latest
innovations, including AI-powered tools, Contract
Lifecycle Management systems, and advanced project
management tools.
How do these values differ from the values of previous
generations of lawyers and how can law firms create a
culture that aligns with these values?
The evolving preferences of younger legal professionals
signify a shift from the priorities of their predecessors.
Historically, lawyers from older generations may have
placed higher importance on firm loyalty, job stability,
and traditional work dynamics. In contrast, Millennials
and Gen Z lawyers emphasise work-life integration,
technology, and purposeful employment.
To resonate with these changing values, law firms must:
Promote a Nurturing Work Environment: A culture that
supports, includes, and nurtures growth is indispensable.
Champion Technological Advancement: Modern law
professionals expect their workplace to harness the latest
technologies, enhancing efficiency and innovation.
Consider Revising the Billable Hours Model: Shifting
from solely focusing on billable hours to alternative
performance metrics can reduce work pressure.
Articulate Mission and Vision: It’s crucial for firms
to define and communicate their overarching goals,
ensuring tasks align with broader objectives.
Foster Professional Growth: Firms should actively
promote career progression, emphasizing various
internal roles and advancements.
In essence, for law firms to remain attractive to emerging
talents, they need to exhibit adaptability, technological
integration, and a commitment to work-life equilibrium
and purpose-driven tasks.
Emma Bower
Head of Community - Heriot Brown
From your experience, what
are the values that are most
important to young people
in the legal profession?
Younger lawyers are looking
for fulfilment in their career
and are more likely to pass
on an opportunity if it
doesn’t meet all, or at least
most, of the values that will
provide that.
Work-life balance, traditionally a challenge in the
demanding realm of law, is now non-negotiable for many
young lawyers. Those who began their careers in the
pandemic era, have grown accustomed to flexible working
arrangements. It should be no surprise that they may
resist the idea of returning to a predominantly officebased
culture, which doesn’t align with their preferences
for flexibility. I urge them to be cautious that they do not
miss out on the natural mentorship that occurs when in
the office, surrounded by experienced lawyers and peers.
They are looking for “meaningful employment” where
their personal values align with the company’s. When
evaluating potential employers, young lawyers scrutinize
various factors, enquiring about their commitment to
ESG strategies, DEI metrics, the flexibility of hybrid or
remote working policies. They also want to ensure that
the company demonstrates a dedication to investing in
their ongoing training and career development.
How do these values differ from the values of previous
generations of lawyers?
I don’t believe that the values held by young lawyers
entering the legal profession today significantly
differ from those of seasoned lawyers in previous
generations. They also care about DEI, the
environment, pro bono, making the world a better
place and having a work-life balance.
Perhaps the perceived difference in values within the
generations doesn’t stem from a difference in values, but
from a difference in circumstance?
Historically, there was often little room for negotiation
when it came to working hours and certainly no option
to work from home as a junior. Young lawyers were
expected to meet demanding work schedules with little,
to no flexibility. The prevailing ethos was akin to a “do
it or die” situation, where the pressure to deliver was
exceptionally high.
Previous generations do acknowledge a shift though and
managing GenZ has come up in several GC Community
Chats recently with some wanting advice on how to be
sensitive to their values and way of working.
Finally, what do young people think the future of work
will look like for lawyers?
I’ve seen more GCs incorporating the ESG strategy into
the legal one and can be a great opportunity to enhance
the knowledge, abilities and exposure of the lawyers.
With the in-house career often fighting against fairly
flat structures, the diversity of ESG matters can offer a
scope for everyone to own one or more issues and offer
a development opportunity that can be inspiring to the
team dynamic.
The rise of legal operations and AI should be embraced
to take over mundane tasks and free up lawyers for more
interesting tasks. It’s exciting to hear from GCs about
their use of AI, chat bots and other really cool tools that
mean they aren’t bogged down with the day to day.
Initiatives like “Being Human” and “O Shaped Lawyer”
are important allies as they support the teaching and
prioritising of human skills alongside legal expertise.
As the legal profession evolves, interpersonal skills,
empathy, and adaptability become increasingly valuable.
For young individuals aspiring to enter the legal
profession or those already on their legal journey, my
advice is simple: don’t wait until you need a network
to start building one. Networking is a powerful tool for
personal and professional growth, and it can provide
valuable insights into the diverse opportunities available
within the legal field. And I can attest that the in-house
community is here to help where they can!
Robert Hanna Founder and Managing Director - KC Partners
Hi Robert, from your experience, what are the top
three most important things young talent and rising
stars look when deciding which firms to work for?
In today’s legal landscape, young talent prioritises three
main factors when selecting firms:
1) Culture and Values: particularly focusing on diversity
and inclusion. According to a Deloitte Global Millennial
Survey, nearly 50% of younger generations consider DEI
policies when job hunting.
2) Technology and Innovation: expecting firms to
employ cutting-edge tech tools. A Wolters Kluwer
report found 81% of firms consider technology crucial
for client services. Clifford Chance’s ‘Tech Academy’;
serves as a prime example of how to attract tech-savvy
young lawyers.
3) Career Progression and Community: desiring nonlinear
career paths and mentorship opportunities. Baker
McKenzie’s Global Talent Hub is a strong model offering
international assignments and cross-practice experiences.
What kind of culture do you believe is required at
law firms to retain their top talent, and how has this
evolved in recent years?
To retain top talent, firms need a culture shift toward
an H2H approach, as exhibited by Jessica Hampson,
Owner and current Managing Director of CEL Solicitors.
Hampson is a trailblazer, winning the Legal Personality of
the Year 2023 at the Women in Business Awards.
Modern law firms should offer flexibility in work
arrangements, as proven effective during the COVID-19
pandemic. A focus on Diversity, Equity, and Inclusion
(DEI) is also critical; 76% of professionals say a
workplace’s DEI policy influences their job choice,
according to a Glassdoor survey. The need for continuous
learning and community involvement is also pressing,
especially for young professionals who want their work
to have a broader societal impact.
What roles, for young grads, will be changing in the era
of AI and tech evolution - what impact will this have on
both employers and aspiring talent?
With advancements in AI and technology, the role of
young grads is evolving. Thomson Reuters and Clio reports
indicate a trend of increasing tech adoption in legal
practices. This makes multidimensional, tech-savvy talents
like Ved Nathwani, Future Trainee Solicitor at Stephenson
Harwood, and Vera Mayzel, Future Trainee Solicitor at
Hogan Lovells, more valuable.
Ved, co-founder of The
Future Proof Project, focuses
on integrating AI into legal
careers and is changing
employer expectations from
traditional to tech-savvy
skill sets. Vera, emphasising
holistic legal education,
makes the case for a blended
workplace that values both
traditional expertise and digital skills. The next generation,
exemplified by these pioneers, demands a blend of
traditional legal skills with digital competency, thus
redefining what it means to be a legal professional in a
digital age.
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