The race for young legal talent
HR specialists from Portugal’s law firms share strategies for selecting and retaining top talent, as well as integrating junior and senior lawyers
by glória paiva
Experts: Inês Zenha, HR director at PLMJ; Leonor Vila Luz, HR manager at Cuatrecasas in Portugal; Andreia Pereira de Oliveira, talent and training manager at DCM | Little; the professional organization committee at CS’ Associados.
The days of offering a minimally paid internship with the chance to make photocopies to learn a profession are long gone. People management practices have evolved, and today, attracting and retaining young talent is a priority for law firms seeking innovation and competitiveness. Iberian Lawyer contacted a sample of the main law firms in Portugal and found that, regardless of size—whether boutique firms or large-scale practices—this issue is a consolidated reality and directly related to corporate strategy and the future.
Data collected shows that lawyers under 30 now account for up to 55% of teams in some cases, with the percentage rising further when including those under 40. One firm reported that 64 of its 116 professionals are under 30. The high concentration of young lawyers can have positive impacts on a firm’s culture, fostering a dynamic and innovative environment, according to interviewees. Additionally, the presence of younger lawyers can ease the implementation of new technologies and practices to meet client needs. In Iberian Lawyer’s sample, all firms consulted said they offer programs for young talent, ranging from short-term internships to more structured programs with real prospects for hiring.
ATTRACTION STRATEGIES
The range of policies to attract young talent has grown significantly. A common practice is participation in job fairs and partnerships with universities, mentioned by 12 of the 16 firms. According to Inês Zenha, HR director at PLMJ, quick, transparent selection processes that offer interesting projects are essential to attract top candidates. So, what attracts this talent? “Clear expectations, retention policies, and a rich experience with exposure to various areas of law and an inclusive culture”, explains Zenha. At PLMJ, 90% of interns are hired permanently.
LinkedIn has also become a consolidated recruitment tool, mentioned by 11 of the 16 firms. At Cuatrecasas, the platform has become essential for attracting applications, explains Leonor Vila Luz, HR manager for the firm in Portugal. “Recruitment has shifted to this platform, where candidates actively seek opportunities more than on firm websites”, she states. Social media is also used to communicate organizational culture by building an attractive image. Andreia Pereira de Oliveira, talent and training manager at DCM | Little, highlights the importance of “employer branding”. “How do we compete with larger firms for talented professionals? By investing in a strong employer image”, she summarizes. “On social media, we try to convey who we are, what we do, and what we envision for the future,” she reports.
