In this final chapter of a three-part series, five legal recruiters impart their wisdom about the bigger picture and the vocational prospects of emerging and existing legal professionals.

Putting the pandemic into context

For the new generation of lawyers, COVID-19 is unlike anything previously experienced from a professional standpoint. The fallout from the global financial crisis of just over 10 years ago, however, offers some lessons for more senior legal professionals – particularly those in leadership positions.

According to Burgess Paluch director Paul Burgess, law firms were “slow to react” at the commencement of the GFC, making barely any redundancies or stand-downs at the outset.

“This time around, given both the radical effect on the economy and the immediacy of the threat, law firms responded quickly,” he identified.

“Unlike the GFC, there exists a very real recent corporate memory of the negative impact a downturn can have on firms, so key decision-makers were much faster to act.”

G2 Legal Australian director Daniel Stirling pointed out a different takeaway from a decade ago, drawing a nexus to the rates of infection of coronavirus and whether or not national rates will increase.

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“As with everything else, this is slightly unpredictable but it can be an easier way for employers to secure headcount in times of uncertainty. We haven’t seen a big shift in this direction so far though would note that this did increase post-GFC,” he said.

In light of this broader context, and taking a sociocultural approach, Taylor Root director and head of Australia Hayden Gordine said that every citizen in the world has been “forced to adapt to this new normal, and my advice would be to be flexible, to focus on the collective good and understand that we all must make individual sacrifices”.

“A reduction of salary/hours is a small short-term price for the greater good of every employee in a firm retaining their position,” he posited.

Expert advice for impacted lawyers

For anyone in a challenging situation, Mr Stirling said, there will be a need to be adaptable and pick up new skills.

“Put your hand up to try something new or to second to a client or a busier team. Try to use technology to your advantage rather than being hindered by it, as technological change is happening at a more rapid rate given remote working and virtual courtrooms,” he suggested.

“For those who have been made redundant or asked to reduce salary or hours, then I would just advise them to be patient and keep speaking to their network and good recruiters. There are good job opportunities out there which are proceeding, though of course the volume will vary depending on the person’s experience.”

If any younger lawyers have been asked to reduce their salaries and/or hours, Gatehouse Legal Recruitment CEO Louise Hvala advised to work with their employer’s requests for the time being and do what is best for the team in the interim.

“For those lawyers working reduced hours, they should use this time to upskill on new topics that may be of value to themselves or their employers, and use this time to chart their own career path,” she added.

Carlyle Kingswood Global legal in-house director Phillip Hunter suggested that those whose roles have been affected “stick with it”, and don’t leave your job if you don’t have one to go to”.

“It could be a while between roles if you do. You have a place to negotiate from when you are employed, but outside of that, it does prove more difficult,” he suggested.

“As for reduced hours… take it on the chin (where you can) and work with the company as it is better to have reduced hours than having none.”

Perspective for lawyers more generally

For those whose roles have not yet been impacted, Mr Burgess said: “I think be patient and grateful if you have a good job, and if your hours and pay have not been affected. Those who recognise the difficult situation they are in immediately and act appropriately will be best served, rather than those who are unrealistic and close-minded.”

Mr Stirling supported this: “For those coming through the ranks it must be a difficult time, the onus should really be on the leaders of the team to ensure that they are providing enough guidance, support and mentoring to allow those junior lawyers to continue their development.”

ALMA Search director Ilana Orlievsky proffered twofold advice: “First, focus on as being productive as possible and adapting quickly to this new way of life/work, and second, although it may seem counterintuitive to look and think ahead right now, this is a better time than ever to drill down on your career priorities.”

“Ask yourself the question: ‘Do I want to be working here in five years’ time?’ Be discerning about your firm and its management. While a global crisis may not necessarily be the right time to move, it is certainly a good time to start to plan ahead and prepare yourself for an upswing in the market,” she said.

Finally, Mr Stirling noted that one question he keeps getting asked is whether or not the apex of the pandemic is a “good time to move” for lawyers.

“Obviously, this comes down to the individual circumstances and reasons for the move and strong consideration is required, but I would say that most roles that are still active at this stage are seen as critical by the employer as they have already put any non-critical roles on hold,” he answered.

“So, there may not necessarily be a need to delay your career progression and goals during this period.”

Conclusion

The vagaries of the global coronavirus pandemic have seen a significant upheaval in the landscape of Australia’s legal profession, giving birth to questions not just about future vocational prospects but also present employment security fears.

Whilst we do not have all the answers at this juncture, there are undoubtedly myriad avenues through which legal professionals of all stripes can take advantage of the pandemic to ensure their professional longevity.

You can also read Part One and Part Two of this story, published last week by Lawyers Weekly.

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