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Summary
Title: Working Smarter, Not Harder: How Law Firms Can Utilise Legal Talent More Effectively
Author: Kevin
Summary:
Many lawyers, especially junior ones, are pushing back against the old model of working long hours for high pay without clear career progression. Kevin, through research and conversations, found that law firms are under pressure to change how they manage and support their people.
Key Points:
Work is poorly distributed: Junior lawyers are underused, mid-level lawyers are overworked, and senior lawyers often do tasks below their level to meet targets.
Mid-level lawyers are at risk: They want more meaningful work and clear paths to grow, but often face unclear promotion routes.
Newly qualified (NQ) lawyers are vulnerable: Despite heavy training investment, many are let go soon after qualification.
The traditional firm model is outdated: Law firms need more flexible structures to keep talent and meet modern expectations.
Flexible resourcing helps: Using contract lawyers or consultants can ease pressure and support growth.
AI is creating a divide: Some firms embrace it, others resist. Junior lawyers often use AI tools themselves, creating an opportunity and challenge.
Inclusion matters: Better resourcing supports diversity and fairness across all levels.
What Law Firms Should Do:
Listen to staff feedback.
Rethink career paths and progression.
Embrace flexible resourcing and AI.
Support junior talent with better mentoring and meaningful work.
About Accutrainee and Accuflex:
Accutrainee helps firms train future lawyers flexibly. Accuflex provides qualified lawyers on a flexible basis. Together, they offer modern solutions for smart legal resourcing.
We hear it all the time, work smarter not harder! But what does that really mean for law firms and lawyers? This is one of the many questions I have been seeking answers to over the last few weeks; diligently reading industry articles and asking for feedback from lawyers I am meeting.
Well I just might have some answers about how firms can start utilising legal talent more effectively, so I thought I would share some of my findings in the most succinct way that I can. DISCLAIMER, yes I did use AI to help me write this article but these do represent my thoughts.
Here is what I found out
Many UK solicitors and lawyers are questioning the traditional model of long hours in exchange for high salaries and the narrow definition of career progression. This shift is creating significant pressure on law firms to evolve, especially when it comes to engaging lawyers at the three to eight years’ (3-8) PQE level, where attrition is high and progression paths are unclear, particularly junior legal talent.
Utilising Legal Talent Effectively: Why Misalignment Holds Firms Back
Despite their best efforts, many law firms continue to struggle with how legal work is allocated. Junior lawyers are often underused, mid-level associates overburdened, and senior lawyers frequently take on junior-level work to hit billable targets. This inefficient distribution doesn’t just impact profitability; it also drains morale, delays development, and contributes to the growing churn rate.
The Mid-Level Crunch is a Strategic Risk
Associates in the three to eight years’ PQE range are expected to handle high-value matters, develop business acumen, and meet ever-rising utilisation targets. However, career paths at this level often lack clarity. Many lawyers no longer aspire to partnership, or see it as realistic, and instead seek meaning, balance, and flexibility. Firms that fail to address this risk losing the very people who are critical to client delivery and future leadership.
The Missed Opportunity at NQ Level
We’re also seeing a structural issue emerge at the newly qualified stage. Increasingly, NQs are qualifying through the SQE route by utilising their qualifying work experience (QWE) across a variety of legal settings. Yet, many are being let go shortly after qualification, despite the significant investment firms have made in their development.
This is not just a resource inefficiency. It risks reputational damage and damages the profession’s long-term pipeline of talent. If firms are not willing or able to retain these lawyers post-qualification, they must urgently reassess how they plan, mentor, and allocate resources at the junior end.
The Traditional Pyramid Model is Holding Firms Back
Rigid hierarchical structures, reliance on billable targets, and limited promotion slots are increasingly out of sync with today’s workforce expectations. Lawyers want autonomy, progression options beyond partnership, and flexibility in how and where they work. Firms still relying on outdated structures risk becoming less attractive to modern legal talent.
Flexible Resourcing and Utilising Legal Talent for the Long Term
Flexible resourcing through alternative legal service providers, contract lawyers, and experienced consultants can be a powerful solution; not only during peak workloads but as a permanent part of a firm’s strategic planning. However, to succeed, this model must be supported by clear communication, strong integration, and metrics beyond simple utilisation.
Resourcing and Inclusion Go Hand in Hand
Poor resourcing practices disproportionately affect underrepresented groups, especially where advancement still depends on informal networks or presenteeism. Embedding inclusive allocation systems, improving visibility, and creating flexible career structures are all essential for making DEI ambitions meaningful.
Embracing Technology and AI
Another layer to this evolving landscape is the growing role of artificial intelligence in legal practice. While some firms are actively embracing AI to support legal research, drafting, and workflow management, others remain hesitant or opposed to widespread adoption. Interestingly, I’ve heard from several individuals that while their firms are cautious about formal AI use, many lawyers, especially juniors, are ignoring mandated AI policies and already using these tools independently to enhance their productivity and the quality of their output.
This creates both an opportunity and a tension. Forward-thinking firms can harness this trend to improve efficiency and foster innovation. However, failure to acknowledge and integrate AI use risks creating informal workarounds that may undermine firm policy or security. As technology becomes more embedded in how legal work is done, firms must engage openly with their people about its benefits, risks, and best practices.
Firms must be more open about the use of AI with clients and their own workforce.
What Firms Should Do Next
- Engage honestly with data and feedback from within.
- Review resourcing and talent development across all levels.
- Rethink career models, especially for the post-qualification and mid-level cohort.
- Use flexible talent to enhance long-term capability, not just firefight.
- Create structured, visible alternatives to the traditional partnership track.
- Embrace AI tools.
- Retain junior talent and give them more options to engage in meaningful work that supports their development.
The firms most likely to thrive are those that accept change rather than resist it. By working smarter, not harder, they can unlock better engagement, improve profitability, and future-proof their most valuable asset; their people.
How can Accutrainee HELP?
At Accutrainee, our award-winning trainee programme is designed to give law firms a more agile way to invest in future talent. We support trainees through the SQE and QWE process, while enabling firms to access qualified, motivated individuals without committing to traditional long-term models too early.
Through Accuflex, we provide qualified legal professionals on an interim, flexible basis, enabling law firms and in-house teams to respond quickly to demand without compromising quality. Whether it’s a short-term project, a complex transaction, or longer-term support, our solutions are built for modern legal resourcing.
Together, Accutrainee and Accuflex offer a progressive approach that helps firms stay ahead, unlock new capacity, and create legal careers that are sustainable and future-proof.
To learn more about our services, visit our Accutrainee Trainee Programme or explore Accuflex Legal Resourcing for flexible legal talent solutions.
About the Author
Kevin is a passionate advocate for modernising legal careers and resourcing strategies. Working closely with both aspiring solicitors and experienced lawyers through Accutrainee and Accuflex, Kevin brings a practical perspective on how firms can adapt to evolving talent expectations and operational needs. With a background in legal recruitment and talent development, he is committed to helping law firms unlock the full potential of their people.
