Big Doesn’t Mean Better
February 02, 2022
Despite large firms spending an eye-watering amount on salary increases, bonuses, and other incentives to attract and retain Talent, smaller firms are seeing more and more Talent make the jump from the big players and land in their firms. The American Lawyer reports that smaller firms attract Talent based on their well-defined culture, less rigid billable hours requirement, overall flexibility, varied career opportunities and paths, and a genuine ability to manage work and personal life more effectively. The legal market has many employment opportunities from which Talent can choose, and smaller firms are quickly pivoting on offering a different competitive edge against their Big Law counterparts, beyond the money.
We are witnessing a similar story in the interim legal market, where legal Talent are turning away from the lure of big money for companies and firms who have a reputation for workforce well-being, a flexible and compassionate work culture that embraces diversity, a high-quality work product for clients, and varied work opportunities. They are quick to spot where an organisation cites compelling financials for excessive hours, high stress, and significant demands on their time, favouring a balance and embracing the reduced income that comes with it.
I have been working closely with many organisations in the second half of last year to discuss their Talent strategy and how they can create a compelling proposition to attract resources above and beyond their competitors, where they can’t or won’t engage in a race to the top.
Authenticity, flexibility, well-being, and respect for the workforce matters to Talent, whether they work on an interim or permanent basis.
At ElevateFlex, one of our core values is to specifically align the role and Job To Be Done with the individual beyond skills and expertise, resulting in optimal outcomes for the individual as well as the customer.
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