In turbulent and disruptive times, law firms need to focus on their people agenda more than ever

December 06, 2023

The traditional, once-unquestioned law firm model for hiring, accommodating, managing, developing and promoting talent is being pulled apart by forces including new competitors, the exponential advance of technology such as generative Artificial Intelligence (AI), hybrid working, shifting generational attitudes to work and life, a demand for purpose and the importance of a range of ethical and social issues. From diversity and inclusion to the climate crisis, how law firms understand, adapt to, and engage with these changes will be the story of this decade and is already triggering waves of innovation, and some confusion.

All of these topics, and many more, were on the program for the annual People in Law Conference, which took place in November at the Ham Yard Hotel in London, sponsored by Williams Lea, where law firm people leaders and professionals gathered to share practical insights and inspirations on how to navigate and thrive in this environment.

Among the speaker and panel conversations, a number of themes emerged regarding how firms should be taking bold, positive steps to adapt themselves to this changing world.

Law firms should enable their people to safely engage with AI

The AI-focused conference sessions zoned in on the global debate around the impact of these technologies on the legal workforce and workplace. An interview with former Law Society President and Chair of LawTech UK, Christina Blacklaws was followed by a dynamic panel debate chaired by industry expert Chris Bull, and featuring Siân Ashton, Client Service Transformation Partner at TLT, Kate Redshaw, Head of Practice Development – Employment at Burges Salmon, and Addleshaw Goddard’s Kerry Westland. There were some cautionary tales about the risk and threats posed by AI, but the overwhelming consensus was that firms need to engage with these constantly evolving tools and provide support for their people to safely learn about, and use them appropriately. One great point to remember, emphasized by Kerry Westland, is that firms should be focusing on the tasks, not the jobs, that AI and other technologies can replace or do better. Fellow panelist Siân Ashton neatly summed up the messages and learnings: “Experiment, play with technology and look for opportunities to change, adapt and develop new ways of doing law. Big thing: don’t panic. Change is good and the talent of tomorrow already understands how technology and people together is better than either alone.”

The use of advanced technology in people management is inexorable but the right results will still require the human element

Opening speaker Professor Adrian Furnham cited numerous examples of the incursion of AI and automated analytics into the world of people management, notably in the complex, regulated and time-consuming world of hiring and assessment. Technology can now enable entirely self-managed video interviews and infer physiological and psychological traits from tone of voice to body language and even DNA and bio data. It can scrape social media history going back years (Adrian amusingly warned that the absence of any online footprint was almost certainly an indicator of “something very bad”!). However, leaving the tech to make decisions alone risks missing the factors AI is still not good at assessing, and could introduce built-in bias that may put off the best candidates who will reject a dehumanized recruitment process.

“Diversity Dishonesty” is on the rise, but firms can assess and improve their diversity and inclusion efforts

Heading the session titled, “Mind the Gap,” Lloyd Stephenson from BCLP and Raphael Mokades from inclusion and diversity consultants, Rare, shared several practical ways firms can “walk the talk” by rooting bias out of their recruitment processes. Firms should be honest and curious about how well they are actually doing this. The tools for tracking and then dealing with adverse impacts and red flags in recruitment data were founded on fundamentals that all firms should keep in mind: Are you assessing just the things that relate to someone’s ability to do the job? Are you focusing on potential, not simply on attainment to date? Are you aware of cultural bias in every small interaction and touchpoint, from shaking hands to eye contact to accent and body language? Their message was powerful and they stressed that even the best, fairest recruitment process can be undone if the same vigilance and support doesn’t continue after hiring; it can take years of effort to ensure great candidates thrive and succeed.

Addressing mental wellbeing should be on every firm’s list of priority issues

A range of speakers, who were experts on mental health and wellbeing, spoke about the mental health challenges facing lawyers and others working in the sector. Dr Phil Hopley highlighted some stark facts: 62% of UK firms have seen a recent increase in mental health issues; 69% of lawyers report suffering. At the same time, studies show that 25% of productivity is lost due to mental wellbeing problems. Rather than introducing more mental health programs, firms are encouraged to embed mental wellbeing into their performance management approach and process. Leaders should role model good behavior and be open about their own challenges. Superstar performers shouldn’t be put on a pedestal when they might be storing up their own unhealthy behaviors. Simple, practical measures for individuals include taking regular rest, breaks for lunch, spacing out calls and meetings, and time for exercise.

In the face of such a range of challenges and threats, it is refreshing and stimulating to hear just how many practical steps can be, and are being, taken by firms to create a more open, supportive, diverse, honest, adaptive and, paradoxically, a more ”human” culture for the future.

Learn more about the changing landscape of law firms: Download the future of the legal workplace to stay up to date on the factors re-shaping the industry.