Key points from online workshop on recruitment and retention
Led by IBA European Regional Forum Young Lawyers’ Working Group
Key points from online workshop on recruitment and retention, the changing expectations of young lawyers in Europe, 7 October 2022
Rapporteur
Oya Deniz Kavame
Üsküdar, Istanbul
Main expectations:
- work-life balance/integration;
- opportunities to learn, develop and grow are crucial;
- flexibility;
- managing careers and working more individually;
- wanting the law firm to invest in the person no matter how long they stay there;
- fast progression request – former approach was to put the years in at each level to prove you were worth the ‘promotion investment’ in your career but the new generation’s expectation is different, they believe they have the ability and want the promotion upfront and can then demonstrate their value – ie, fast track v PQE (post-qualified experience);
- transparency;
- commitment to mentoring.
Implications:
- we all need a work-life balance;
- people have started to look for greater flexibility and globalisation – young lawyers are not afraid of changing jobs, they want to travel and study in a more flexible environment;
- people want transparency regarding promotion, the focus should be on the personality, not on the amount of work;
- loneliness is a stated challenge, arising from Covid-19 lockdowns, people spending more of their lives online, people living away from family circles/support – if this affects employees, it is the employer’s obligation to deal with it;
- economic pressures and remuneration expectations – varies in different markets;
- managing uncertainty – how to embrace this from an inclusion perspective;
- technology changes how we work;
- most younger lawyers start at a law firm just to ‘pay the toll’ for a few years and then move on to another job, a problem which is exacerbated in smaller locations, where job offers are more limited – the choice if to take what they offer or move to another city.
Possible solutions:
- new ways of working – managing client expectations differently;
- authentic leaders are needed for the right influence, leaders should demonstrate how they care for people;
- aligning environmental, social, and corporate governance (ESG) with firm cultures/values/mission – should be real, not simply a tick-box exercise;
- law firms should not place their entire focus on clients, partners should ensure that the firm is organised in a way that works for all;
- recognising that our teams are the best brand ambassadors for attracting top talent;
- priorities and expectations have changed, not only for young lawyers but also for law firms – if firms also adapt and change, young lawyers’ expectations will concur;
- to overcome these challenges law firms should adapt to young lawyers’ priorities/expectations, such as incentivising/attracting young lawyers by means of offering flexible and creative career paths or alternative opportunities to be channelled through the law firms (ie, offering tailor-made arrangements for those who want to spend time in the legal world but also pursue other personal projects);
- being transparent with the career expectations within the law firm;
- educating clients that our talent is important to us;
- promoting a cultural change in law firms to adapt to new trends;
- being aware that today, these young lawyers could be our private equity/venture capital clients, if we cannot retain them, let’s help them find the position which fulfils their expectations.