The legal job market for lawyers is advancing, according to a legal survey where 70 per cent of lawyers said their firm or legal department plan on hiring new legal staff in the next 8 months.
The legal staffing consultancy company Cartel Inc conducted a legal survey, polled 300 lawyers in Canada over the last year.
Each lawyer who provided a response had at least five years of
Lawyers who responded said they’ll be increasing their hiring. The findings show a 23 per cent jump in demand for new hires compared with the results from the 2018 survey, says Charles Volkert, senior district president of Robert Half Legal.
The positive hiring forecast in Canada matches the legal industry abroad, he says.
“The findings in Canada were very consistent, in particular, with what we're seeing throughout North America. There certainly is optimism for demand in hiring,” says Volkert, who is based in Toronto.
The most promising practice area is corporate law, followed by litigation, then privacy, data security and information law, said the survey. The legal jobs being added in the coming months include legal assistants and law clerks as well, with 44 of survey respondents saying they are looking to hire legal assistants and 39 per cent saying they are looking to hire law clerks.
Driving demand, says Volkert, is the continued growth of corporate legal departments and new, non-traditional legal roles. The findings are consistent with the growth Volkert has seen involving in-house legal departments in recent decades.
“I've been in this
Firms are hungry for lawyers with five to seven years of experience, who either “carry a book of business” or bring in business, Volkert says.
“Besides just being book smart, you have to have
The demand is coming more from small to
“Our consulting practice has continued to literally double in size each of the last couple of years. Because, in particular, corporations are looking for ways to manage their legal risk, manage compliance, bring in project management and to create efficiencies,” he says. “Along with that, bringing in contractors and consultants for short-term engagements. And when I say short-term, you're looking at two to maybe six months. That may be because of the large litigation, maybe because of an internal investigation, maybe because of the compliance related matter.”
Businesses are also increasingly providing non-traditional legal roles to lawyers, says Volkert. An example of the burgeoning non-traditional legal roles is Robert Half’s own contracts department, he says. Six years ago, the company’s contracts were handled by their general counsel’s office and they began by hiring a lawyer to take over the task.
“He now has 41 lawyers globally on his team that only handle contracts. He has an additional 12 paralegals that handle those vendor-related contracts for our company. And he reports directly to the chief operating officer of the company,” Volkert says. “It is totally independent, in most respects, from the general counsel's office. So that's just an example of what we're seeing a lot of companies do.”
The most highly touted skillsets survey respondents desired, apart from legal knowledge, were practice-area expertise and technology skills. However, challenges still exist for those looking to hire. Forty per cent of respondents reported that a lack
The challenge also stems from how legal recruiters entice candidates, says Volkert. He works with 150 full-time talent recruiters and often asks them for a 30-second elevator pitch for what their organization has to offer a prospect.
“That's a very difficult question to answer for the hiring manager. They don't have it boiled down. And so they don't have a boil down for us, what are they saying to a highly sought-after candidate who may come and interview?” he says.
The difficulty the legal industry is having in keeping lawyers is illustrated by the fact that 34 per cent of survey respondents said they were only staffing vacated positions.
And money wasn’t the only factor identified as being important to prospective job candidates.
Thirty-one per cent of respondents identified flexible work arrangements as the top incentives for preventing attrition. Professional development opportunities were also a key driver of interest for 26 per cent of those surveyed a challenging, variety of work assignments were identified as crucial for job seekers by 24 per cent of the lawyers surveyed.
“Understanding your candidate, I think that's the other thing. Hiring managers don't always spend enough time listening and asking questions of the candidate, as far as what are their driving factors,” says.
“It's not all about compensation,” he says.