What Do Mid-Level Laterals Want?

While third- and fourth-year associates are the gold standard in today’s legal hiring race, COVID-19 has shuffled the hiring criteria deck. Here, I offer tips for recruiting and retaining these valuable candidates.

What’s the current market like for mid-level associates?

After an initial stall, there was a significant uptick in legal hiring at all levels starting in mid-2021. Mid-level laterals are in especially high demand to help boutique and mid-size firms handle big influxes of work, so right now, the market is very much in their favor.

How can boutique and mid-size firms attract young laterals?

Most lawyers between 25 and 40 want work-life balance above all. Accordingly, many firms are doing some soul-searching to bring their policies in line with these changing needs. One of my clients, a Houston-based litigation boutique, now offers one of the most generous parental leave policies in the industry: 16 weeks for primary caregivers and six weeks for secondary caregivers, regardless of gender.

What about compensation?

Mid-level laterals understand that it’s a buyer’s market, and they are especially keen on transparency. To attract the best and brightest, smaller firms are upping their pay scales to compete with the Am Law 50 and clarifying their compensation tracks from first year through to partner.

Is diversity really that important?

Yes. Firms must walk the walk now, not just pay lip service. Beyond fulfilling DEI quotas, it makes the work better, too—the greater variety in perspectives and life experiences a team has, the more creative their solutions will be. To amplify their diversity efforts, though, firms need to put in the work. That means actively reaching out to career offices and affinity groups at law schools, funding diversity scholarships or fellowship programs, and adopting the Mansfield Rule (whereby a firm must consider at least 30 percent of candidates from underrepresented backgrounds for every open position).

How else can a firm differentiate itself to compete in a crowded field?

Professional development support is a strong draw for younger lawyers. They’re seeking opportunities to build their own book of business, now and for the long term. Firms need to provide ongoing, one-on-one coaching to help associates build their personal profiles, cultivate new contacts, and convert those contacts into clients.

Should firms be hiring for the long term rather just filling temporary gaps?

Absolutely. Hiring is an opportunity-driven decision with long-term benefits. That new hire is going to play an integral role in growing a firm’s capabilities and shaping its future.