Salary isn't the whole story: what Melbourne lawyers actually value in a role

In this article we discuss the various factor lawyers at different stages of their career consider when they are contemplating applying for and moving to a new role. Find out how you can attract the best talent by explaining clearly how your organisation delivers flexibility, career progression, mentoring, and demonstrates providing support during peak workloads. 

Don’t get us wrong. Salaries matter. Lawyers want their remuneration to reflect their experience, capability and contribution. A competitive package is an important part of any credible employment offer at any stage of their career. Having said that, when a talented lawyer is assessing a career move, the salary figure tells only part of the story. The work, expectations, leadership and opportunities attached to a role determine what that package means in practice.

In our experience, there is no single formula for the ideal role. A senior associate may want greater client responsibility and a credible partnership pathway. Someone managing caring responsibilities may place particular value on flexible or hybrid working arrangements. A junior lawyer building confidence may prioritise supervision.

Understanding those differences is where a meaningful recruitment conversation really begins.

Flexibility that works in practice

A reference to “flexible working” in a position description leaves plenty of questions unanswered. An applicant might be wondering:

• Can lawyers adjust their start and finish times?
• How are office days agreed?
• What happens when a personal commitment falls during the working day?
• Do partners model the arrangements available to their teams?

 For a lawyer travelling into Melbourne’s CBD, flexibility may reduce their commute. For another, it may make school pick-ups or caring responsibilities manageable. Other young lawyers may prefer regular office social interaction and supervision but want options to change this should their life circumstances change.

The details of a role are important. Candidates need to understand how flexibility operates within the team they would join, including whether using it affects access to clients, interesting work or progression.

Billable expectations and the workload behind them

For many lawyers, a salary increase is easier to assess when the expectations attached to it are clear. Billable targets are one consideration. Lawyers also need to understand how the firm treats business development, mentoring, training, administration and other necessary work.

For example, two roles with similar targets may create very different working experiences. The availability of support staff, allocation of matters, approach to write-offs and frequency of urgent deadlines all influence the hours required.

When interviewing candidates and presenting an offer a firm should be prepared to explain what an ordinary week looks like, how peak periods are managed and what support is available when workloads become difficult. Clear expectations allow candidates to make informed decisions and reduce the risk of disappointment after joining.

Quality of matters and meaningful responsibility

“High-quality work” means different things to different lawyers. One may want complex litigation. Another may value direct relationships with business owners, exposure to a particular industry or the opportunity to develop specialist expertise.

The organisation’s reputation and client list can attract attention, but candidates also need to understand their own involvement. Will they help shape advice, attend client meetings and manage matters, or contribute to a narrow part of a larger process?

For someone seeking a step forward, the substance of the work can be more persuasive than a new job title. Employers strengthen their offer when they can explain the matters available and the responsibility the successful candidate will carry.

Mentoring that goes beyond an open door policy

Access to experienced legal practitioners can make a significant difference to a lawyer’s development. However, having a partner with a desk located geographically nearby does not necessarily mean that lawyer receives useful mentoring!

Lawyers may want regular feedback, opportunities to discuss strategy and someone who takes an interest in their longer-term goals. They also need to feel comfortable asking questions before a small uncertainty becomes a larger problem.

For employers, this means being specific about supervision. Who will review work? How often will development conversations happen? How will someone gain experience in areas they have not yet mastered? Strong mentoring requires time and attention. It should be visible in the way work is organised.

A progression pathway people can understand

The prospect of partnership can be compelling, but “partnership potential” needs substance behind it. Lawyers considering that path will want to understand the criteria, decision-making process and commercial expectations. They may also want examples of how others have progressed and whether the firm has capacity for another partner.

Equally, partnership is not everyone’s ambition. Some lawyers want to become respected technical specialists, lead a team or build a satisfying career as special counsel.

A credible progression conversation acknowledges those different ambitions. It gives people clarity about what is possible without promising an outcome the firm cannot guarantee.

Autonomy with appropriate support

As lawyers gain experience, they may seek greater ownership of matters, client relationships and professional decisions. Autonomy can signal trust and create room to develop judgement. Its value depends on having responsibilities that match the lawyer’s capability, along with support when an issue needs escalation.

An experienced practitioner may welcome less oversight. Someone moving into unfamiliar work may need closer guidance initially.

During recruitment, it helps to discuss where decisions sit, what authority the role carries and how the supervising partner works. These details reveal more than a broad promise of autonomy in a role.

Culture demonstrated through everyday behaviour

Team culture becomes tangible in ordinary day to day moments. It might relate to how colleagues respond to a difficult deadline, how mistakes are addressed or whether people feel comfortable raising concerns.

Social events can help build relationships, but they offer only a partial picture of working life. Candidates should have opportunities to meet prospective colleagues and ask about collaboration, communication and leadership. Firms, in turn, should explain the behaviours they expect and how those expectations apply across seniority levels.

Development with time to participate

Professional development includes more than completing CPD requirements. Lawyers may want to build skills in negotiation, advocacy, client management, leadership or business development.

Courses, secondments and industry involvement can all be persuasive. Their value increases when the firm explains how they make space for participation and how they help lawyers to apply what they have learned.

A training budget is useful. A thoughtful conversation about where someone wants to develop makes it more meaningful.

At Legal People, we encourage employers and candidates to look closely at the whole opportunity. Competitive remuneration belongs alongside clear expectations, worthwhile work and a supportive and encouraging environment where people can develop.

Everyone is unique. Understanding the factors that are important in a role for each individual lawyer helps both sides make a decision they can feel confident about well beyond the offer stage.

If you would like support navigating your next legal hire or would like to start a conversation about your legal career our team at Legal People would love to assist.  You can contact us at info@legalpeople.com.au. 

Further reading for Employers:

• Hiring managers: writing a compelling position description
• Recruiting for your corporate culture

Further reading for Lawyers:

• 12 things to look for in a law firm to advance your career
• Lateral moves: what you should consider before switching firms