Skills shortages across private practice law firms are becoming increasingly difficult to ignore. Many UK firms are experiencing sustained challenges when recruiting for mid-level associates, creating pressure on fee earners, partners, and long-term growth plans.
While market competition and candidate expectations play a role, a key contributing factor is often overlooked: insufficient long-term investment in training and development. Firms that fail to address this risk not only struggle to hire but also face retention and succession issues that compound over time.
Why Are Mid-Level Skills Shortages Increasing?
Several structural issues have converged to create today’s talent gap in private practice:
Pandemic-era training disruption
During COVID-19, many junior lawyers experienced reduced supervision, delayed qualification progression, and limited exposure to complex matters.
Higher associate turnover
Increased lateral movement, flexible working expectations, and workload pressures have driven attrition at the 2–6 PQE level.
Slower recruitment and promotion cycles
Conservative hiring strategies have left firms without a robust internal pipeline to meet current demand.
The result is a growing dependency on external recruitment for roles that could otherwise be filled internally.
Training as a Long-Term Workforce Strategy
Firms that are successfully navigating the skills shortage are those treating training as a strategic investment, not a short-term cost.
Effective training strategies typically include:
Structured learning programmes aligned to PQE stages
Consistent mentoring from senior associates and partners
Clear competency frameworks and promotion pathways
Early exposure to client management and business development
These approaches help junior lawyers build confidence, competence, and loyalty - reducing reliance on the external market over time.
The Impact on Retention and Succession Planning
Training and development are directly linked to retention outcomes. Lawyers who can see a clear future within a firm are significantly more likely to stay, progress, and contribute to long-term stability.
Firms that prioritise development benefit from:
Stronger internal promotion pipelines
Improved continuity for clients
Reduced recruitment costs
More effective succession planning for partnership roles
In contrast, firms that underinvest often find themselves repeatedly recruiting at the same levels, increasing risk and operational strain.
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Building Tomorrow’s Partners Today
Supporting junior and mid-level lawyers is not simply about addressing current vacancies. It is about building the next generation of senior leaders and partners.
By investing early in skills development, firms create a culture of progression, engagement, and accountability - qualities that are increasingly important in a competitive legal market.
Final Thoughts
Skills shortages in private practice are unlikely to resolve without deliberate, long-term action. Firms that invest in training, mentorship, and structured career development are far better positioned to
attract, retain, and promote high-quality legal talent.
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