This is a direct translation from the original article in Dutch: Rekrutering in de advocatuur: nood aan een nieuwe visie op talent?
By Wim Putzeys, Editor-in-Chief, Jubel
With thanks to Kathleen Van Nuffel and Isabel Rosendor for their valuable insights.
Finding and onboarding talented candidates is an ongoing challenge for law firms. Notably, they still tend to focus on classic selection criteria such as academic performance. But are these the only relevant benchmarks for recognising talent? Jubel discussed this issue with experts Kathleen Van Nuffel and Isabel Rosendor. They advocate for a broader view of talent, one that also gives opportunities to candidates from diverse backgrounds.
‘Talent’—What does that actually mean?
When recruiting, law firms are always looking for the best candidates or "talented profiles." "The crucial question here is, what exactly are ‘talented profiles’?" Prestigious firms still assess candidates largely based on traditional selection criteria: whether they hold a degree from the right university and have achieved the required grades. These are, of course, relevant and meaningful elements to consider. “But they also result in other talented profiles being overlooked in the job market,” says Kathleen Van Nuffel, Director of HR, DEI & Operations at an international law firm, founder of LDIA, and author of the book Inclusie in de advocatuur (Inclusion in the Legal Profession). Many candidates fall through the cracks simply because they do not fit this rigid pattern—for various reasons. The challenge is to recognise these talents as well.
Isabel Rosendor, former lawyer and co-founder of DICE Legal Recruitment and JustLawyers, has also observed this. "I sometimes see candidates—who not only have a law degree but even an additional Master after Master (ManaMa)—being deemed not good enough to even begin the learning process required to become a competent lawyer." In most other fields of study, obtaining a degree is sufficient proof that one has the necessary foundation to start learning the profession.
Generation Z: How different is this generation?
There is much talk about today’s Generation Z. They supposedly view life differently, are unwilling to work hard, or refuse to put in long hours. Kathleen and Isabel debunk this myth. Research on Gen Z’s attitudes in the workplace shows that they strongly express their desire for a good work-life balance. “But in reality, their values are not so different from ours in the past,” says Kathleen. “What has changed is that this generation is much more vocal about them.”
Twenty or thirty years ago, bringing up work-life balance in a job interview would have been unthinkable, for fear of being immediately dismissed. The fact that Gen Z values work-life balance does not mean they are unwilling to work hard—they just approach it differently. Previously, job listings always required "flexibility" from employees. Now, candidates expect flexibility from their employers. They strive for a balance that allows them to find fulfilment both professionally and personally.
Isabel recognises this shift through conversations with master's students at job fairs organised by student associations at various universities. Students are well aware of the high-pressure environment at major law firms. However, arguments like “It’s always been this way” or “Back in my day…” no longer justify maintaining the status quo. Today, not everyone wants to work in London for a large international firm. Many prefer a firm with local roots or one that is easily accessible by public transport. This reflects broader lifestyle choices, such as the increasing number of young people who deliberately choose not to get a driver’s licence.
Another notable trend is that young professionals—especially in fields outside of law—are not afraid to job-hop. Why shouldn’t this be acceptable in the legal profession? Kathleen questions. “If you can explain with solid reasoning why you changed firms, it doesn’t have to be a disadvantage on your CV.” “Even switching during your traineeship is possible today,” Isabel adds. Trainees no longer feel compelled to complete all three years under the same mentor if they feel it’s not the right fit or if they see better learning opportunities elsewhere. This shift is largely due to the tight labour market and the ongoing "war for talent," which gives candidates more leverage.
Visible and invisible barriers
The perception of what makes a good candidate unfortunately creates obstacles for many applicants. Several factors contribute to this. Law firms often demand excellent academic records from their future trainees. However, recruiters should ask themselves: Why doesn’t this candidate have top grades? Perhaps they had to balance their studies with a job out of necessity. Such a candidate actually demonstrates great strength—perseverance, willpower, and determination—all qualities that are invaluable to a lawyer. Why aren’t these traits valued more in the selection process?
Isabel fully agrees. Many students, especially at the start of their studies, do not realise that their grades—even during their bachelor's years—will have a decisive impact on their future career opportunities. By the time they reach their master’s years and realise this, it may already be too late. Additionally, many top law firms place great importance on summer internships during law school. However, some students miss out on these experiences simply because they do not realise their importance. This is particularly common among first-generation law students, who lack a network (such as parents, family members, or acquaintances in the legal profession) to guide them. As a result, many talented young people start the selection process at a disadvantage. Fortunately, initiatives like LDIA Academy provide coaching and networking opportunities to bridge this gap.
Guidance throughout the career path
A lack of awareness of unwritten rules and expectations can also hinder new employees, especially during their first years of training. Those who are unaware of these expectations may struggle to meet them and risk being penalised for it—something that could have been avoided with the right guidance and support.
This is why Kathleen emphasises the importance of mentorship. “It should be a given that people receive proper guidance.” This applies not only to newcomers, who benefit from mentors, buddies, or coaches during their first professional steps, but also throughout their careers. Whether you call it mentorship, sponsorship, or coaching, everyone benefits from career-long guidance. A mentor, for example, can support employees when they are ready to take the next step in their careers. Moreover, it’s a win-win: the mentor also learns and grows through the process.
Unconscious bias
One major obstacle in law firms is unconscious bias—preconceived notions we all have, often without realising it. These biases can prevent someone from being invited to an interview simply because they have the “wrong” name. A recruiter might wonder whether a candidate with a foreign surname speaks sufficient English (even though they have earned a law degree). Certain first names might trigger other biases (even though the candidate has a university degree).
How can we combat these biases? The first step is awareness—recognising that we all have unconscious biases. Regular training can help. Isabel is actively working through JustLawyers to remove barriers by making the initial selection process anonymous. This effectively eliminates unconscious bias. It is encouraging that the legal sector is open to this—not just HR departments, but also law firm partners.
Diversity, Equity, and Inclusion (DEI)
The fight against unconscious bias is just one step toward greater Diversity, Equity, and Inclusion (DEI). Kathleen highlights the importance of inclusion, which is about fostering a workplace culture where everyone feels valued and can thrive. The legal profession has evolved in recent years, and there is growing awareness that DEI should be an integral part of every firm’s DNA.
Inclusion recognises that people have unique needs and circumstances, and it’s essential to understand and respect these differences. This means taking measures to ensure that everyone receives the support they need to succeed—not just during hiring but also throughout their career progression.
Conclusion: Attracting and retaining talent requires an inclusive approach
Attracting and retaining talent in the legal profession requires a modern, inclusive approach. Raising awareness of unconscious bias, prioritising diversity, and fostering a strong mentorship culture can lead to a fairer and more effective selection process. By adopting an open mindset, law firms can not only better identify talented candidates but also support them in their professional growth.