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How law firms can attract and keep top talent
Explore practical ways law firms can strengthen recruitment, retention and employee wellbeing in a competitive legal talent market.
Read time: 5 mins Added: 17/09/26
For many law firms, attracting and keeping the right people has become a strategic priority - more than four in ten mid-sized firms cite recruitment and development as a challenge1. Competition for experienced lawyers remains strong, particularly in specialist and high-growth practice areas, while candidates increasingly expect flexibility, wellbeing support and clear career progression as standard.
The challenge is not only competition for star performers. Retention pressures can build when associates and mid-level lawyers do not see a realistic path forward, or when long hours, billable targets and cultural expectations affect morale. Recent sector research from The Law Society identifies people, culture and operational resilience as priorities for mid-sized firms – talent is a key driver of long-term competitiveness2.
Build a stronger employee value proposition
Salary remains important, but it is only one part of a firm’s offer. Candidates also weigh up flexibility, wellbeing, culture, learning opportunities and financial security. Firms that can explain their employee value proposition clearly - from hybrid working policies to mentoring, benefits and progression - are better placed to attract and retain the talent they need.
Practical steps include reviewing workload management, making career pathways more visible, using employee feedback to identify attrition drivers and investing in training that helps people adapt to new ways of working. Technology, including artificial intelligence, can improve efficiency and flexibility. But firms need to manage change carefully so that new tools reduce pressure in the workplace rather than add to it.
Support your team’s financial wellbeing
Financial wellbeing is becoming an increasingly important part of the retention conversation. Rising living costs and economic uncertainty mean employees are placing greater value on employers that support long-term financial resilience as well as day-to-day wellbeing.
For some firms, that may involve improving awareness of pension benefits and savings support. Others are looking at ways to help employees access financial guidance or plan more confidently for major life stages such as buying a home or preparing for retirement.
The key is not necessarily offering the widest range of benefits, but making sure employees understand and value what is already available to them.
Think beyond salary
Benefits that support everyday life can help firms stand out in a competitive hiring market. Salary sacrifice schemes, for example, can provide employees with more affordable access to electric vehicles while also delivering tax efficiencies.
Historically, some smaller businesses may have assumed these schemes were difficult or costly to implement. In practice, external support can significantly reduce the administrative burden, making them viable even for firms offering only a small number of vehicles.
More broadly, practical benefits that reduce financial pressure or simplify day-to-day life can reinforce a firm’s wider commitment to employee wellbeing.
Make the office worth the commute
Hybrid working is now an established part of many legal workplaces, particularly for knowledge-based roles. But that also places greater emphasis on the quality of the office environment when employees do come together in person.
Firms are increasingly rethinking office space to support collaboration, mentoring, training and team culture, rather than simply rows of desks. A well-designed workplace can strengthen engagement, support wellbeing and help junior employees benefit from in-person learning and relationship building.
Create a culture people want to stay in
Retention is ultimately shaped by everyday experience. Clear expectations around flexible working, regular conversations about workload and wellbeing, and transparent development routes can all help people feel supported.
For law firms, the opportunity is to treat recruitment and retention not simply as a hiring issue, but as part of a broader business resilience strategy. Firms that combine practical management action with meaningful employee support are more likely to strengthen engagement, reinforce their employer brand and build a more sustainable organisation.
Support for law firms
At Lloyds, we support over 1,500 law firms with practice growth and employee wellbeing, bringing specialist expertise to the legal sector.
Many firms are looking for joined-up support across these different areas, from financial wellbeing and pension arrangements to vehicle schemes, workplace investment and broader business planning.
Help is available to enable law firms to strengthen their employee proposition through workplace pension schemes from Scottish Widows, salary sacrifice and leasing solutions from Lex Autolease, and funding support through Lloyds Asset Finance for office refurbishments, fit-outs and technology investments. Together, these solutions can help firms enhance employee wellbeing, create a more attractive working environment and demonstrate a long-term commitment to their people and business growth.
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