Written by Published

Created: 18 October 2020

The last blog I wrote was in July when I reflected upon recruitment in lockdown and the tentative plans for the remainder of 2020. 3 months further down the line feels like the right amount time to consider again where we are up to as a business and what the market looks like.

I said at the time that I felt that law firms (and legal recruiters) were beginning to come out of hibernation with the country starting to open up again during the summer months.

I am pleased to report that a large number of our client firms took sensible and proportionate decisions to protect their businesses and have come out of the other side relatively unscathed.

Firms with already good IT infrastructures in place were able to transition quickly to home working and a significant number continue to work almost exclusively from home. With the furlough scheme ending at the end of the month, it does appear that many firms have made strategic redundancies, particularly insofar as office based support staff are concerned and the majority of firms bringing a large proportion of furloughed solicitors back to work in some capacity.

Recruitment wise, we have seen a flurry of activity in a number of different disciplines such as residential conveyancing, private client, family, litigation and insolvency. Corporate, commercial and to some extend real estate remain subdued with some firms conducting redundancy exercises across those practice areas.

A common theme amongst candidates has been a reluctance to consider moving firms in the absence of push factors such as redundancy, reduced workload or uncertainty over their firm’s financial viability.

It has been interesting speaking to candidates on how their employers dealt with COVID and the implications on work practices, furlough and issue of communication within the workplace.

I think it is fair to say that there has been a broad spectrum of experience with some feeling as though their firms dealt with the challenges posed in a positive, fair and communicative way particularly when it came to furlough, working from home, temporary pay cuts and restrictions on bonuses. Others have been critical of how their firms have dealt with these challenging issues with a number feeling as if they were excluded from the conversation with ideas and strategy being poorly communicated. We have seen a number of candidates approach us from the latter category feeling disgruntled and assessing their options in the marketplace.

The general consensus from the lawyers that we speak to on the issue of home working is that the initial novelty off spending all of their working week at home has worn off and a move towards a hybrid model involving flexible working and the proportion of the week spent in an office environment seems to be preferable for the majority.

I think that it's fair to say that our own experience at Thornton Legal falls into the same category.

From our own perspective, Joe and I are delighted to have welcomed back our consultants from furlough In August and are reasonably optimistic that's baring any further disastrous lockdowns to the extent that we saw in March, the market will continue to pick up for the remainder of the year. We are relieved that the rather grim forecast we made in April was only temporary with a large number of firms stepping up their recruitment activity in strategic areas.

All the remains is to wish you all the very best for the remainder of 2020 and will post another, hopefully positive,  blog on the state of the market towards the end of the year. All the very best and stay safe.

Thornton Legal is a leading legal recruitment company, recruiting for legal jobs in across Merseyside, Cheshire, Greater Manchester, Lancashire, Yorkshire and the West Midlands We are passionate about providing a professional, innovative and reliable legal recruitment service that is focused on quality and ensures our clients are matched with the strongest legal talent available. Contact one of our legal recruitment consultants today  to see what we can do for your law firm or legal career. 

Written by Published

Created: 15 October 2020

We've been recruiters for a long time, and we like to think we've learnt a few things about what works and what doesn’t work in a recruitment process from instruction of a vacancy through to offer acceptance. 

Here we go:

1. Don’t contact as many recruiters as you can when you have a vacancy and expect to have any more than superficial commitment from them. Speak to one recruiter exclusively and you’ll get 100% commitment, speak to 10 and you’ll get 10%. Most recruitment is payment by results, so we work on roles where we have the most chance of successful conclusions.

2. Don’t think having recruiters working at a low fee is a victory. Low fees mean low commitment – see above.

3. Do engage in the recruitment process. Take the time to meet recruiters you have chosen to work with, sell the firm, the role, the opportunity. We can only work with the information we have so if all we have is a one-line email then the job becomes really hard. On the flip side if we know the day to day duties, about the culture, benefits, progression, the team etc there is a much higher chance of success.

4. Do return calls, emails, give feedback in CVs in good time, give reasonable interview time slots – work with the recruiter not against them. If there is no feedback on CVs yet, tell us don’t ignore us! We need the information to keep the process ticking along and to keep candidates interested

5. Don’t ambush the candidate at interview with a grilling, expecting them to do all the talking. Interviews are two-way process. Most candidates will have more than one interview, so they need to feel wanted. Sell the opportunity and why your firm is a great place to work.

6. Do show them around the office, give them chance to meet some others in the team. This may not happen until the final interview stage, but it can work wonders. It’s the small touches that can make all the difference. Obviously easier in pre COVID times! 

7. Don’t take the candidates contact details and contact them directly without letting the recruiter know. Trust me, most of the time it’s unnecessary and unhelpful.

8. Don’t offer the candidate the job on the spot, let us do the negotiation on your behalf. Don't let the process fall down at this crucial stage. 

9. Don’t low ball when it comes to the offer. Whether or not the candidate accepts in the end it causes bad feeling. If you’re not paying market rate, then don’t be surprised if your new recruit doesn’t hang around too long as its very likely they can find a similar role paying more elsewhere.

10. Do be honest about the role at interview so there are no surprises when the new recruit starts. If they don’t know what they are coming into (positive and negative!) then, again, don’t be surprised if they move on quicker than expected.

11. Do have a good on boarding process!!

That’s it! Some you may agree with and some you won’t, but I honestly feel that giving these points due consideration will result in more successful and long-term recruits.

Thornton Legal is a leading legal recruitment company, recruiting for legal jobs in across Merseyside, Cheshire, Greater Manchester, Lancashire, Yorkshire and the West Midlands We are passionate about providing a professional, innovative and reliable legal recruitment service that is focused on quality and ensures our clients are matched with the strongest legal talent available. Contact one of our legal recruitment consultants today  to see what we can do for your law firm or legal career. 

Written by Published

Created: 09 October 2020

Have you recently started a new job?

The first 100 days can be vital to your success in the company. It is an opportunity to position yourself, offer a fresh perspective, make a positive impact to your employees and boss and build a platform for continuing success. To do this, it pays to have a clear strategy in mind.

We have put together a ‘First 100 Days Plan’ to help get you off to a flying start!

The first month

Learn about the company: You probably conducted some research about the company before your interview. However, now you need to take this opportunity to learn as much as possible about the company, understanding what their aims and objectives are and how your role fits into this. This way you will get a better understand of the culture and brand, to successfully do your work.

Read the website, staff bio’s, blogs, social media, reports, anything you can find.

Ask questions: Sometimes asking questions is the best way to learn and it is always good to portray that you are curious and interested in understanding your new role and responsibilities. But try not to ask the same question more than twice!

Take notes, a lot of notes: You will be bombarded with a load of new information making it almost impossible to remember everything! Colleagues names, job roles, important company information etc. The best way to remember, is to write it down.

Sit with your boss and learn what is expected: Set clear expectations so you know what your boss expects from you and what they want you to accomplish in a specific time scale. 

Get to know your colleagues: Building strong relationships with your colleagues is a good way to feel comfortable in your new role and feel part of the team. Especially gaining valuable insight into the company culture. Maybe set up getting-to-know meetings, especially with those who know your work area well and can offer support and knowledge.  

Second month

Now that you have learnt, asked questions, listened and written notes, you should understand the company and your role itself and be ready to show what you can do.

Professional development: It is important to know what value you can add to the company, so it is time to take responsibility for your own development and seek out new learning opportunities. Small steps you can take is by attending meetings, training courses, read industry news or familiarise yourself with their content management systems.

Your ideas: Try to avoid stepping on anyone’s toes but now is a good time to reveal your ideas in line with the company’s objectives. Portray those key skills you used in your interview to sell yourself, whether that was a problem solver, strategic thinker or creative mind.  Take the opportunity to show what can you do, even if you think it’s only minor, as it still might make a positive difference.

Volunteer: Take this opportunity to volunteer for any extra work, for example charity work the company are involved in. It will show your eagerness to take on more responsibilities, along with giving you the chance to build on your network. However, don’t take on more responsibilities if you are unable to focus fully on the role you were originally employed to do.   

Third month

Mentor: Seek out a mentor within the company that you respect professionally. Having a mentor can help grow your network, improve performance and help you up the career ladder more quickly.

Three-month review: Request a three-month review with your manager. This is your chance to gain feedback about how you are doing in your role, what you are doing right and what you could do differently. It gives you the opportunity to present your accomplishes to date and any new challenges you would like to implement. The three-month review is an ideal time to review objectives and development goals and put new ones in place.

At the end of your 100 days you should be confident in your role and be ready to start making decisions and taking action. Good luck!

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Thornton Legal is a leading legal recruitment company, recruiting for legal jobs in across Merseyside, Cheshire, Greater Manchester, Lancashire, Yorkshire and the West Midlands We are passionate about providing a professional, innovative and reliable legal recruitment service that is focused on quality and ensures our clients are matched with the strongest legal talent available. Contact one of our legal recruitment consultants today  to see what we can do for your law firm or legal career

Written by Published

Created: 28 July 2020

Previously the Managing Partner at what became the UK's fastest-growing law firm, Simon now help law firms and the teams in them become The Perfect Legal Business. As well as being a motivational speaker and author, most of Simon’s work is with teams and firms around the country to help them to dominate their local and regional market places.

• How have you found the period since lockdown started?

I’m one of the lucky ones. Having sold my business three years ago, I have been manic – running around the country helping law firms to become what I call The Perfect Legal Business. I didn’t stop for three years. I had therefore decided to stop – back in January – to re-shape my offering to law firms and to write the book I had been carrying around in my head of many years. Then came Lockdown, which in a host of ways replicated the2007 Credit Crunch. In 2007 I was Managing Partner of a large law firm with no one “out there” helping firms and giving insight and a broader picture.  I resolved that this time round there would be someone like that for law firms – me. I started my weekly “Law Firms in Lockdown” surveys and reports, and I have been staggered – and am very proud – of the reception they have received from the UK legal profession and those of other countries. In short therefore, the Lockdown didn’t damage my business as I’d already closed down. It has been great and fulfilling to be able to give. It also gave me a slowdown that has allowed me to finish my book, “The Perfect Legal Business”.

• Can you tell us a bit about your background and McCrum Consulting?

I qualified as a solicitor in 1990. I was a regular fee-earner, with a billing target, but I realised even then that I was more interested in the business of law rather than in wading through The White Book (as it then was). I moved firms a few times, each time securing a reduction in my billing target and an increase in my marketing responsibilities. I went back to Pannone in 1995 and the Managing Partner there, Joy Kingsley, saw something that neither I nor anyone else had seen, and she put me in various team management positions all of which seemed to go well. Over time, I developed an overall vision and plan for law firms, and when a large full-service law firm approached me and asked whether I’d like to become their Managing Partner, I leapt at the chance. I didn’t see it (I could see it a mile away, now) but the firm in question was not in good shape, and the Credit Crunch really didn’t help. But I paddled very hard and built a new team around me. Having nearly gone bust, the firm became the fastest-growing law firm in the country – out of 10,000. I got a lot right, but an awful lot wrong. In 2016 we sold the firm to what is now Knights PLC, and I started McCrum Consulting. I am now evangelical about helping law firms to do the things I did right, and to avoid doing the things I did wrong. I work to a model called The Perfect Legal Business - and I take firms on a journey.  

• You are soon to publish a book called “The Perfect Legal Business” – why did you decided to write it?

I have been carrying the idea around in my head for years. I decided to put a handbrake on my busy consultancy work and to finally get down on paper all the things I was passionate about in the business of law. It’s like a good wine – the longer it took to publish, the better it got. It’s being printed as we speak and I am very proud of it. It takes firms back to the basics that we all know about – but which we in fact only pay lip service to. There are so many forces at work in a law firm that stop change in any area taking place, let alone change in every area taking place in a joined-up way.

• What’s the best part working with your law firm clients?

Easy - the excitement I generate. I love lighting fires in the bellies of positive people. Many firms have spent a fortune in time and money and got nowhere. At very little cost it is possible to secure a paradigm shift in a law firm.

• Your Law ‘Firm in Lockdown’ reports make for interesting reading, What is the mood out there like at the moment?

Everyone was expecting carnage by now in the legal sector. It really was carnage back in 2007 but this time round I think the “profession” responded much more like a “business”. The result is positive. Hard decisions were made, and quickly. We all live to fight another day, and that day is coming. Nothing has changed in some ways though – thousands of firms are letting profit, cash, opportunity, and talent slip through their fingers. The trophy cabinet is sat there - waiting to be robbed. There is a huge opportunity in every region (ever town, really) for a law firm to be the go-to firm, to dominate that region, and to make good profit and cash. Most firms are all the same though. And most cannot ever build a brand – they all deliver their service in a range of ways, many of them not good. They can’t say anything great about themselves, so they have to compete on price.

• Looking longer term, what do you think the biggest change will be working life?

I think the law firm office is finished. I think face-to-face interaction with colleagues is going to be mostly by Zoom, and that with clients will be too. The former poses problems (supervision, risk, training, lawyer development) and the latter is an amazing opportunity to deliver a service the way clients will welcome.

• When you are comfortable to, what is the first restaurant you’ll visit?

That’s a really good question. I’m not in a hurry to visit any restaurant, and I don’t mean because of the virus. Rather, I have lost all faith in them. They spend a fortune on buildings and on what they offer, but when you get there the service is usually crap and the occasion is a negative one rather than an uplifting one. No one thinks about me, the customer, and what happens literally from the moment I walk in the door. Just like many law firms.

Click here to connect with Simon on Linkedin

Written by Published

Created: 21 July 2020

Adam is a Real Estate Finance Solicitor at Fieldfisher LLP in Manchester and also sits on the National Executive Committee of the Law Society's Junior Lawyers Division.

 How have you found the period since lockdown started? 

I have found it strange, as I think most people have. Although the longer the measures have been in place, the more normal it has become. It took me a little while to get used to at first but now I feel comfortable working from home and I don't think it has had much effect on my ability to work or productivity. 

The firm have been fantastic in ensuring the staff have all the equipment we have needed, such as extra monitors, work chairs and printers. Despite this, as my firm is now allowing a limited amount of people back into the office, I have been taking advantage of going into work as I still find it easier to work and concentrate being in an office environment.

The additional desk space, professional setting and resources are all things that I would struggle to obtain at home. It is of course a matter of personal preference, but as I live in the city centre, I have had the option available to me.  Working from the office again as also meant I can switch off once I've left the office. I did struggle at the start of lockdown as my office was essentially my front room.

Can you tell us a bit about your background, and your role at Fieldfisher? 

I am an associate solicitor at Fieldfisher, working in the Real Estate Finance department in Manchester. I moved to Fieldfisher upon qualification in 2016 and have been here since. 

What’s the best part of your job?

I enjoy working closely with clients on transactions. There will often be a complexity or issue on each matter which requires finding either a legal or commercial workaround. I find working with other solicitors and my clients satisfying, especially upon completion of a transaction.

If you hadn’t been a solicitor, what would you have done?

As sad as it sounds, I would probably have still worked in finance, whether that be as an accountant, an economist or a financial advisor.  I just find it really interesting and a constant source of new things to learn about and retain my interest. There are so many different elements to it, it is difficult to get bored learning.

You sit on the National Executive Committee of the (JLD), what does that involve?

The Junior Lawyers Division (JLD) of The Law Society is a community which provides support to junior lawyers across England and Wales. With over 70,000 members it is the largest community within the Law Society. The Executive committee is made up of 10 elected members and we meet monthly to campaign on key issues affecting junior lawyers, organise national events as well as provide information, advice and support for those who need it.

What’s the mood of the membership at the moment?

Positive on the whole. I believe as a committee we have tried to get as much information to our junior members as we can. In addition, we have tried to listen carefully to their concerns and the issues they are facing such as furloughing or, in some instances, redundancies. There is inevitably a general feeling of apprehension at this time as there has been a seismic shift in the economy and everybody's normal way of life.

Looking at the positives though, it has shown that the legal sector is dynamic when it comes to adapting to change. A lot of the steps firms are taking with facilitating working from home goes to show how flexible the profession can be, despite sometimes being seen as slow to adapt.    

As we come out of lockdown and into the ‘new normal’, what’s the main challenge for junior lawyers?

As we now slowly move away from lockdown and the initial spike of the pandemic, I think the biggest challenge will be an economic one. The knock on effects to the economy are not yet known but it is expected there will be a recession. In the coming months, I would expect to see law firms either reducing or deferring their number of trainee vacancies available. This will end up intensifying an already hugely fierce competition for training contracts. 

What advice can you give junior lawyers looking to secure a training contract?

It is important to persevere. If you are committed to becoming a solicitor, you cannot be disheartened or discouraged by rejection or a more competitive environment.  What is required is a period of reflection and a recalibration of the timescales as to when you will hit your goals. It may take longer, but provided you don't stop trying, it will happen for you.

What opportunities can you see for junior lawyers?

Whilst some areas of law are likely to see a reduction of instructions, other areas will see a spike in work being available such as Litigation, Insolvency and Family. It is important during this period to understand which areas you may be interested in working in as it will allow you time to prepare suitably to the sector and types of firms you apply to.  By knowing the difficulties faced by different firms and practice areas, you can adapt your expectations and skill sets accordingly.

What have you missed about being in an office environment?

Seeing my colleagues again and team socials. As I've said, at the moment I am lucky enough to be able to go in the office, but only a certain amount of people are allowed to do so due to the current government restrictions. This has meant I haven't seen some of my teammates since March. We speak regularly on video calls and emails but there is no substitute for seeing people in the office and being able to speak and socialise with them. I'm looking forward to the first team social once everyone is back, but I can't see it happing for a while.

Looking longer term, what do you think the biggest change will be working life?

I think is has permanently brought the prospect of flexible working onto the agenda. Without doubt the new normal will include a much more relaxed attitude to flexible working hours and working from home. Once offices are back open, I suspect there will be less of a need for people to be in the office 5 days a week. Several firms before lockdown were already moving in this direction, but this has certainly expedited the process. The flexibility for junior lawyers will have perks such as spending less time commuting into the office, especially in London. It does of course have some drawbacks, such as junior lawyers potentially missing out on the social elements of the office and learning from listening and talking to those around them.

During the pandemic, have you managed to find some personal positives?

I think most people have found this to be a good time to reflect. Without having most of the usual distractions in life such as going out to bars, restaurants, gigs or socialising in groups, I think a lot of people have had the chance to slow down and take stock.  As lawyers, there is always a feeling of being busy and not having enough time.

The lockdown has meant for most, there isn't a large commute, that there aren’t any networking events or meetings to attend.  This additional time has been good for a little self-reflection and chance to focus on things which matter most. I also think as and when things do return back to normal, people will appreciate the ability to socialise and meet with friends and family.

When you are comfortable to, what is the first restaurant you’ll visit?

There is a fantastic Sushi restaurant in Manchester. I'll be sure to visit there once they open up their doors again.

Written by Published

Created: 09 July 2020

• Can you tell us a bit about your background, and your role Resourcery?

After leaving university, where I studied Economics & Management, I worked for a private client investment management firm, Quilters, as a trainee, who later became part of Morgan Stanley and are now Quilter Cheviot. Once qualified as an Investment Manager, I took a year out to live abroad and learn a foreign language travelling around much of Spain before falling back into investment management at Tilneys in Liverpool.  After several months of soul-searching I decided my chosen career path wasn’t the one I want to be on and I moved in to finance recruitment working for Michael Page International, Page Executive and Robert Half Executive before launching Resourcery Group (www.resourcerygroup.com) in 2016 with my business partner, Allison Hodgkinson.

• How’s business at the moment?

It has been encouragingly busy in recent weeks, especially the last fortnight.  Lockdown came with a bump and the anticipated knee-jerk reaction by many, understandable when present with the unknown.  Many of our clients placed a blanket freeze on recruitment irrespective of their being a business case to do so.  It was understandable. But many businesses have faired slightly better than maybe they first anticipated and much of the work that was shelved or cancelled has come back on.  Business seem to be more willing to put their head above the parapet.  The signs are encouraging, albeit is still early days and we cannot rule out a second wave and its subsequent impact.

• What’s the best part of your job?

Anyone who knows me well knows two things about me: I love coffee and I love to talk!  Recruitment, especially senior finance and executive recruitment, is so varied it brings me in to contact with a very broad spectrum of people and businesses; from owner-managed to PE-backed, from SMEs to PLCS.   The chance to spend time with people, hear their story, help shape and guide their careers, the chance to influence the success of a business through the people they hire and getting to meet lots of interesting businesses/owners all whilst drinking coffee made recruitment the perfect fit for me!

• If you hadn’t been a recruiter, what would you have done?

Well almost certainly I would have stayed in private client investment management.  If it hadn’t been for my year learning a foreign language I would arguably still be in the sector as I made many long-term friends and contacts which I still keep in touch with to this very day.

• As we come out of lockdown and into the ‘new normal’, what’s main challenge for you at Resourcery?

Like most businesses, and the economy as a whole, I am not a massive fan of uncertainty. It is destabilising and causes procrastination and knee-jerk behaviour.  It is natural that as we move from complete lockdown to a new socially restricted way of working that there will be further peaks and troughs in confidence. The likelihood of a recession and a second wave of infection prays heavy on the minds of many business owners.

Coping with these peaks and troughs and learning to rationalise is key.  Being pragmatic and seeing the bigger longer-term picture is key.  It is why recently we have gone back to basics and refocused on what the business wants to be and is looking to achieve in the long-term as it is only too easy to get caught up in short-termism. We are making investment decisions today to safe-guard our futures.

• What opportunities can you see? 

I think for those businesses willing to take a calculated risk, there is a chance to steal a march on your competition.  At times like these many businesses will be focusing on cost rationalisation, aggressively managing debtors (and avoiding creditors), restructuring, focusing on core activities and thinning out their businesses.  But whilst all common sense you shouldn’t stop making the right people additions to your business that will give you a competitive advantage and add real value.  Undoubtedly there will be some unfortunate business causalities within all sectors and the potential for consolidation.

• What’s the feeling from your clients and candidates?  

More positive now than 12 weeks ago!  In all seriousness, it depends on things like the sector, the financial security of the business, the strength/experience of their leadership teams, etc.  Many businesses who were operating in 2009 are looking to tackle 2020’s pandemic and recovery in a similar way to the 2009 recession yet the economic fundamentals and potential V-shaped recovery could be very different. I think people are beginning to realise that and we have seen this reflected in candidate flow – more people are registering with us, looking for a new role and career path even when they have job security – the opposite to 2009.

• How have you found the past few weeks?

Challenging in the sense I have spent more time than ever working from home and doing so with a 5 year old who needs home-schooling and a 7 month old baby who needs a dad, hasn’t exactly been a walk in the park (although I have done a lot of that!).  I think maintaining the balance of running a business, being present for your children, acting as a parent, school teacher and husband has been a hard juggling act and I am sure if you ask my wife she would say I am far from perfect! 

From a business perspective the last 2 or 3 weeks have been the busiest since February.

• What are you now doing that you couldn’t when we were in full lockdown?

Not much really.  I haven’t changed my routine massively. I have always exercised whether in lockdown or not.  I run more these days as football is off the table.  Perhaps the best thing since lockdown relaxed has been seeing more of my friends and having our kids play together – I think we all need a bit more of seeing other people and sharing war stories. It is good for the soul.

• During the pandemic, have you managed to find some positives?

Yes, absolutely.  The biggest has been that I have spent 4 months at home with my daughter, Lucy.  Not many people get the chance to spend so much time with their children at this age; it is 2 weeks paternity then back to it normally. I feel really lucky to have been given the chance to bond with her.

• What have you missed about being in an office environment?

Friendship, laughs, banter, other people’s points of view, structure, information sharing, perspective, an after-work pint, lunchtime runs on the docks or a game of squash, the general hustle and bustle. The list is endless.  Yes, working from home has its benefits and many people suggest it may become a more permanent feature of working life, but I don’t think video calls and virtual meetings can make up for real-life interaction. Some businesses will capitalise on WFH and look to reduce office space and associated costs but businesses spend millions of pounds a year on building culture and ensuring people fit – I think that difficult to do consistently when you’re not in the same room never mind the same county (or country).

• Looking longer term, what do you think the biggest change will be to working life?

I think we have coped well so far.  We have reacted quickly to the changes thrown at us and have planned proactively for the future. I feel well positioned to face whatever comes our way.

• When you are comfortable to, what is the first restaurant you’ll visit?

That will depend on finding a suitable babysitter! I am not really a foodie or a food snob. I am as happy with a Sunday roast at my local pub as I am fine dining.  It is more about the people you share it with than the food itself.