One of the programs that we run quarterly here at Alex Correa Executive is our regular HR round table. At these events, trusted client recruitment partners share information and challenges about the Queensland legal industry. We share insights and provide an understanding of the current talent markets, the extreme shortage of legal industry talent as well tips on how their organisations could approach the recruitment process to get their desired results when hiring someone new!

This was just the second time we had managed to get together post Covid times, and we unbelievably had to postpone our March event due to the catastrophic rain event that caused so much flood damage in Queensland. By our rescheduled date, Russian troops had invaded Ukraine. If nothing else, the times we have found ourselves in lend themselves firmly to our main theme for the day…. Building resilience.

We love the energy of getting these industry leaders into a room, and our discussion remained positive because of the commonly held view that despite all the challenges and curve balls that the world was throwing at us, these conditions were helping to build further resilience in the legal industry. Some notable examples of community spirit were shared in relation to the recent flood events, where some firms even set up their own mud armies to go and help neighbours, colleagues, and friends.

Building Resilience

Law firms need to have the right culture within their business structure if they want it be resilient. This means that overall HR strategies and not just ad hoc "are you ok?" days. A strategic approach is important for promoting resilience among employees of all levels, from top management down through team members.

An insight shared by one of our attendees related to the added business benefits of investing to improve employee resilience. These included lower Workcover costs relating to stress leave, lower absentee rates, reduced staff turnover rates and a positive impact to productivity.

There are resources available to the industry to help build resilience, and we need to raise awareness of these. An example of this is Law Care, a Queensland Law Society initiative which provides confidential personal and professional support. Law Care offers a range of services from career advice to conflict resolution and access to financial advice. Their online portal has health and wellbeing resources including tools, videos, podcasts, and self-assessment tools. If you are a QLS member you can head here for more information.

We unpacked the idea that leaders need to get to know their team members at an individual level to be able to better support them in their career (and their lives.) Historically, this style of emotionally intelligent leadership has not been quite as visible in the legal profession, but with new generations of leaders coming through each year we are hopeful that individuals will feel more valued, connected, and understood.

Pandemic Fatigue

One of the key themes of the day was the concept of grief that was being felt by Australians as we transitioned away from pandemic and into the endemic stages of Covid-19. Whilst this might be actual grief for a loved one lost during that time, there is a sense of grief felt by many about events and milestones that were missed, career goals that were not achieved, promotions that were delayed and celebrations that were postponed. Pandemic fatigue is also a commonly felt emotion and we shared tips for organisations to help staff work through it. You can read more on dealing with pandemic fatigue here.

Adapting to Change

One thing is certain in the legal industry, and that is that it will continue to change at a rapid pace. Legal services employees need to be adaptable to constant change, whether it relates to technology, hybrid working, or process improvements. Law Firms need to ensure that their communication is world class – ensuring first class communication plans at every stage of the journey to advise staff that change is coming, what it is, who it involves and when to expect it. Such clear messaging takes the uncertainty out of situations and may prevent key staff members resigning in the face of uncertainty. Given the current legal skills shortage, this is a huge takeaway.

Recruiting Amongst Talent Shortages

At Alex Correa Executive, our team have been involved in the legal profession for more than 26 years. We are currently seeing more work for lawyers than ever before, and greater demand for legal skills and talent. It is a sad industry statistic that over the years we have been eroding the talent pool because we have not provided the right workplace culture or landscape for people to thrive in their careers and their lives.

HR leaders have long understood the need to look after their staff not just professionally but personally too – whether that be in relation to mental health issues, well-being programs or offering flexibility to help them find some work and life balance. Unfortunately, it has been the disconnect between policy and practical application of these types of initiatives which has been the problem. We all know of award-winning firms who have been publicly praised for their initiatives on mental health for example, with lawyers who continue to suffer in silence and are on the verge of burnout. It is because of this that we continue to see a drop off in experienced lawyers year after year. With so many opportunities available to qualified lawyers across government, in compliance, policy or business it is no wonder the choice to leave a career in private practice behind becomes so much easier.

We are also seeing similar shortages of talented lawyers in the UK and USA, and their recruiters have started to come looking for Australian lawyers. They are offering above market rates and global opportunities.



The message for leaders and law firm partners is that the legal profession needs to take action to replenish the talent pool and to address the issues that has experienced lawyers leaving traditional practice. Taking positive action now to build future career pipeline could still take up to 5 years to come to fruition but it involves keeping your graduate lawyers happy with all their enthusiasm and positivity about the future. We need them not be jaded at the end of their first year and making genuine investments in improving staff engagement levels will most certainly give you a competitive edge over time.

Our key takeaways from our HR round table discussion related to building trust between employer and employees, building awareness of mindfulness as a useful tool to help build resilience and that immediate action by firms on the shrinking talent pool was required. We always walk away from these round tables with a sense that the industry is in safe hands with professionals who care and want to make the legal industry the best it can be.

If you need to fill legal roles within your organisation and need advice as to available talent and current market rates, then get in touch. We can help you find your next high performer. Contact Alex or Sophie on 07 3210 0992.