Why Retention Remains the Legal Industry’s Key Challenge
After several years of unprecedented movement across the legal profession, there is finally a sign that the market is settling. But do not mistake stability for ease. While staff turnover in the legal industry has levelled out, firms across Australia are still facing significant challenges in attracting and retaining top talent. For both employers and legal professionals, the battle for talent remains very real. Turnover Has Stabilised – But Not Returned to Normal Recent data from the ALPMA/Elias Recruitment 2026 Australian Legal Industry HR Issues and Salary Survey highlights staff turnover sitting at 23%, unchanged from the previous year. That is a welcome improvement from the 27% peak recorded in 2023, but it still means almost one in four legal employees changed jobs or left their firm during the year. What is perhaps most interesting is that retention challenges are no longer concentrated in one part of the market. Small firms reported the highest turnover at 26%, while medium firms recorded the lowest at 21%. Large firms sat at 23%, suggesting talent movement is now a challenge being felt across the profession, regardless of firm size. The Biggest Reason People Leave? Another Firm Asked Them For all the discussion around culture, flexibility and wellbeing, the biggest driver of turnover remains surprisingly straightforward. According to the survey, the most commonly cited reason employees leave is being approached by another firm. 50% of firms identify external recruitment activity as a key cause of departures. In large firms, that figure rises to 85%. The message is clear: many employees are not actively looking to leave—they are simply being presented with more attractive opportunities elsewhere. Salary Still Matters Unsurprisingly, remuneration remains a major factor in employee decision-making. Around one-third of firms cited compensation and benefits as a key reason employees leave, with the impact particularly pronounced among larger firms where salary competition is often fiercest. But money is not the whole story. ALPMA’s findings also highlight: 26% employees leave the legal industry altogether. 20% citing misalignment with firm direction. 18% limited career progression opportunities. 12% move to in-house legal roles. These figures suggest retention is not just about pay packets. Career pathways, leadership, purpose and long-term sustainability all continue to influence career decisions. Retention Has Become a Business Strategy Perhaps the most telling statistic is that 73% of firms now rate retention and talent management as a high or critical priority, rising to 100% among large firms. That should not come as a surprise. Replacing talented lawyers and support staff is expensive, disruptive and increasingly difficult in a competitive market. Hiring the wrong person is even more costly. The firms having the most success are focusing on more than just recruitment. They are investing in career progression, leadership development, flexibility, wellbeing and creating environments where people can see a future and align with the firm’s values and strategy. The Bottom Line The legal market may have moved beyond the post-pandemic talent frenzy, but retention remains one of the profession’s defining challenges. Turnover may have stabilised, yet at 23% it is still well above historical norms, and firms continue to compete fiercely for great people. The firms that will thrive over the next few years will not simply be the ones that attract talent. They will be the ones who give people compelling reasons to stay. The victors in the war for talent will be those developing a pipeline of talent ready for when a new role emerges. This is why we have developed the Legal Talent Pool to showcase quality lawyers who are ready to move. Source: ALPMA/Elias Recruitment 2026 Australian Legal Industry HR Issues and Salary Survey
What the 2026 ALPMA/Elias Recruitment Salary Survey Means for Lawyers
What the 2026 ALPMA/Elias Recruitment Salary Survey Means for Lawyers The 2026 ALPMA/Elias Recruitment Australian Legal Industry HR Issues & Salary Survey paints a clear picture of a legal market that remains competitive, salary-sensitive and heavily focused on retaining quality talent. While the pace of hiring has become more selective than the post-pandemic boom years, demand for experienced lawyers remains strong, particularly at the Associate and Senior Associate levels. The survey collected data from 298 law firms across Australia, covering more than 10,495 employees and 70 legal industry positions. Salaries Continue to Rise Ahead of the National Average Average salaries across the legal industry increased by approximately 4% over the past 12 months, outperforming the national wage growth figure of 3.4%. The market is no longer experiencing the extreme salary spikes seen in previous years, but remuneration pressure remains elevated as firms continue competing for experienced talent. The strongest hiring demand remains concentrated in: Associates Senior Associates Lawyers with 3-8 years PQE Specialists in high-demand practice areas According to the report, 75% of firms expect to recruit solicitors and lawyers over the next 12 months. Associate and Senior Associate Lawyers Remain the Most In-Demand One of the strongest themes in the report is the continued focus on mid-level lawyers. Hiring demand is increasingly targeted at lawyers who can: Run matters autonomously Manage client relationships Supervise junior staff Deliver billable outcomes quickly Firms are becoming more cautious about graduate hiring and are placing greater emphasis on experienced fee earners who can add immediate value. The market remains especially active for lawyers in: Commercial litigation Insolvency Property and construction Insurance Cybersecurity and technology Intellectual property Family law Wills & estates The in-house legal market is also expected to continue to grow, particularly in regulated industries and in legal operations roles. Retention Is Now the Biggest Challenge for Law Firms The survey confirms that retention has become the number one HR priority for legal employers in 2026. Talent acquisition and finding quality staff ranked second. Turnover remains high across the industry, stabilising at 23% overall. Paralegal and early-career roles continue to experience the highest churn: Paralegal turnover sits at 36% Large firms reported paralegal turnover of 42% Very large firms reported turnover as high as 56% At the same time, recruitment activity is increasingly replacement-driven rather than growth-driven: 53% of recruitment is linked to firm growth 47% relates to replacing departing staff This is one of the key reasons experienced lawyers continue to have strong bargaining power in the market. Bonuses and Benefits Are Now Standard The legal sector has also shifted significantly in how it structures remuneration packages. According to the survey: 81% of firms offer bonuses or employment benefits 67% provide discretionary bonuses 50% offer individual performance bonuses 45% provide special recognition bonus schemes Performance is increasingly driving salary decisions: 87% of firms said salary increases are linked to individual performance 75% said retaining top talent is a key driver of remuneration decisions Only 44% cited inflation or cost of living as the primary reason for salary increases Interestingly, 90% of firms said they are willing to increase salaries for employees whose performance exceeds expectations. Flexibility and Stability Matter More Than Ever Another major theme emerging from the report is what we call the “Big Stay”. Many lawyers are now prioritising: Stability Hybrid work Career progression Workplace culture Sustainable workloads over purely chasing higher salaries. Flexible working arrangements are now viewed as a minimum expectation by many candidates. Firms that insist on full-time office attendance are increasingly limiting their talent pool. The market has become more selective on both sides. Employers are hiring more carefully, and candidates are conducting greater due diligence before making a move. What This Means for Lawyers in 2026 The legal market remains active, but it is no longer purely candidate-driven. Firms continue to invest heavily in experienced lawyers who can deliver commercial value immediately, particularly at the Associate and Senior Associate levels. At the same time, candidates are becoming more strategic about the opportunities they pursue. For lawyers considering a move this year, salary remains important, but increasingly it is only one part of the conversation. Flexibility, leadership quality, career progression, bonus structures and long-term stability are now playing a much bigger role in decision-making than they did even a few years ago. Source: 2026 ALPMA/Elias Recruitment Australian Legal Industry HR Issues & Salary Survey Summary Report.
Kicking “Own Goals”: Mistakes Costing You Good Candidates
Kicking “Own Goals”: Mistakes Costing You Good Candidates Recruitment is competitive, but not every loss is caused by the market. Sometimes the best candidate was interested, the salary was acceptable, the role was attractive, the team was impressive, and the career opportunity was genuine. Then the employer kicked an “own goal.” A simple error that cost them a candidate. The process dragged. Feedback was slow. Interviews were spaced weeks apart. The hiring manager disappeared for days at a time. The candidate was told, “We are very interested,” then heard nothing further. By the time the employer was ready to move, the candidate had moved on or had a better offer. In this market, employers are not only competing on salary. They are competing on speed, clarity and decisiveness. While you are assessing the candidate, they are also assessing you and more than just the role itself. They are assessing your people, the culture, the certainty and the momentum behind the opportunity. A slow process sends a message, even when silence was never intended to say anything at all. The Long Process A recruitment process should test suitability, not endurance. Too many employers still believe that more stages lead to better decisions. A first interview, second interview, partner meeting, informal coffee, HR discussion, written exercise and “one more chat” may feel thorough internally. Still, externally, it can feel disorganised and unnecessarily drawn out, especially if not outlined in advance. Good candidates expect proper due diligence but a timely process. Candidates start asking themselves obvious questions: Do they really know what they want? Is there internal disagreement? Are they this slow with clients? Will decisions inside the organisation always take this long? A drawn-out process rarely makes a candidate keener. Indecision Is Expensive Indecision is one of the most underestimated costs in recruitment. There is a difference between prudent consideration and hesitation. Prudent consideration is structured, timely and purposeful. Hesitation is circular. It revisits the same issues, asks for more opinions, delays feedback and waits for a “perfect” candidate who may not exist. The perfect candidate is often the good candidate you failed to move on when you had the chance. In legal recruitment, this is particularly acute. Good candidates are usually already employed. They are not desperate; they are carefully risk-managing a move, especially in the “Big Stay”. If the process lacks clarity or momentum, many will simply stay where they are or accept an offer from an employer that appears more decisive. Gaps Between Interviews Kill Momentum Momentum matters. A strong first interview creates interest, a prompt second interview builds confidence, clear feedback reinforces trust, and a timely offer turns interest into action. Long gaps between interviews interrupt that momentum and allow uncertainty to creep in. The candidate returns to their existing role, speaks with other employers, reconsiders the inconvenience of moving, and starts questioning whether the opportunity is really as serious as first presented. The solution is simple, but often overlooked: plan the process before going to market. Before interviewing the first candidate, employers should already know who is involved, when interviewers are available, what the decision criteria are, what salary range is approved, and who has the authority to make the offer. Recruitment should not begin with hope and a calendar invitation. It should begin with a plan. Regular Feedback helps your Employer Brand Candidates understand employers are busy. They do not expect instant decisions. They do, however, expect professionalism and regular feedback. Waiting without communication is rarely interpreted kindly. It can make a candidate feel like a backup option and create the impression that the organisation is disorganised, indifferent or unable to make commercial decisions. Even a brief update can preserve goodwill: “We remain very interested. The partner is travelling this week, but we have locked in next Tuesday for the second interview.” That is far better than silence. Silence invites candidates to write their own story. Usually, it is not the story the employer would have chosen. The False Logic: “We Will Be Less Busy If We Do Not Hire” One of the great recruitment myths is that delaying a hire saves time. It rarely does. If a team is already stretched, leaving the seat empty does not reduce the workload. It simply redistributes it. Existing staff carry more pressure, partners step into tasks they should not be doing, clients wait longer, and morale drops. Sometimes the vacancy that was meant to be solved quietly becomes the reason another employee starts looking elsewhere. A slow recruitment process creates the same problem. It consumes management time, weakens candidate interest and increases the likelihood of having to start again from scratch. Speed Does Not Mean Recklessness There is a legitimate concern that moving too quickly can lead to poor hiring decisions. But speed and rigour are not opposites. A strong recruitment process is both efficient and disciplined. It has clear criteria, structured interviews, prompt feedback, realistic salary parameters and defined decision-makers. It respects the candidate’s time while protecting the employer’s interests. The issue is not whether to move quickly or carefully. The issue is whether the process is organised enough to do both. An efficient recruitment process should usually include: A clear brief before the role goes to market Agreement on salary, flexibility and essential criteria Interviewers are identified and available Feedback within 24 to 48 hours Short gaps between interviews No unnecessary interview stages Reference checking and offer preparation are running in parallel, where appropriate. A decisive offer once the preferred candidate is identified without “lowballing”. This is not radical. It is professional. Stop Kicking Own Goals Most recruitment losses are not dramatic. They are ordinary, preventable and frustrating. The candidate was interested, but the process dragged. The employer liked the candidate, but delayed making a decision. Other opportunities came up, and you, at best, may have to increase your offer or, at worst, lose the candidate. There is a recruitment adage, “time kills all deals”. These are own
In‑House Counsel Careers in Australia: Roles, Career Paths and Opportunities with Elias Recruitment
In‑House Counsel Careers in Australia Roles, Career Paths and Opportunities with Elias Recruitment For more than 25 years, Elias Recruitment has been building in‑house legal teams across Australia, placing in‑house counsel, legal counsel and general counsel into private organisations and government agencies of every size and sector. We help lawyers secure in‑house counsel, legal counsel and general counsel roles that align with their long‑term career goals, while giving employers fast access to vetted talent with the commercial acumen to drive better business outcomes. For many lawyers, moving into an in‑house counsel role offers a new professional experience – one that combines legal expertise with commercial insight, stakeholder engagement and collaboration across the business. This guide explains what in‑house counsel do, the skills employers look for, typical career paths and how to position yourself for in‑house counsel roles in Australia. What Is an In‑House Counsel (In‑House Lawyer)? An in-house counsel works directly for a company or organisation rather than for a law firm. Their role is to provide legal advice to their employer while helping the business manage legal risk, meet regulatory requirements and support commercial decision-making. Because they are embedded within the organisation, in-house lawyers develop a strong understanding of the business model, the company’s risk profile, internal stakeholders and decision-makers, and the industry in which the organisation operates. Unlike lawyers in private practice, who often act for multiple clients and may specialise narrowly, in-house lawyers typically have one client — their employer — and often advise across a broader range of legal issues. Legal teams may range from a sole in-house lawyer managing all legal matters to larger departments comprising lawyers across different roles and levels of seniority, such as Legal Counsel, Senior Legal Counsel, and General Counsel. VIEW CURRENT IN‑HOUSE COUNSEL JOBS TALK TO US ABOUT HIRING IN‑HOUSE COUNSEL What Do In-House Counsel Do? The responsibilities of an in-house counsel vary depending on the organisation, industry and size of the legal team. In many businesses, in-house lawyers act as generalists, advising across a wide range of legal matters, including: Commercial contracts Competition and consumer law Employment law Privacy and data protection Intellectual property Disputes and litigation management Corporate and M&A matters Regulatory compliance Governance and risk Property and leasing Insolvency-related issues In larger organisations, legal teams may include specialists in areas such as employment, privacy, regulatory, litigation or intellectual property. Why Lawyers Move into In‑House Counsel Roles Many lawyers consider moving in-house after spending time in private practice. While every career path is different, several factors make in-house legal roles attractive to legal professionals. 1. Closer involvement with the business One of the main reasons lawyers move in-house is the opportunity to work more closely with the business itself. In private practice, lawyers are often one step removed from the client’s day-to-day operations and usually advise from the outside. By contrast, in-house lawyers are embedded within the organisation, working closely with management and internal teams and contributing legal insight as commercial decisions are made. This can give lawyers a deeper understanding of how a business operates and a more direct role in shaping strategy. 2. Broader and more varied work In private practice, lawyers often focus on a particular area of law and advise a range of different clients. In-house lawyers, however, typically advise one organisation across a wider range of legal issues, from contracts and regulatory matters to risk management and governance. This broader exposure often appeals to lawyers who want greater variety in their work and the opportunity to develop a deeper understanding of a particular industry. 3. A different working structure Many lawyers are also attracted to the different working model compared with private practice. Law firm roles often involve billable-hour targets and detailed time recording. In-house legal teams typically do not operate on a billable hours model. While the work can still be busy and fast-paced, many lawyers value the greater focus on outcomes rather than time billing. While in-house roles offer many benefits, they also come with different challenges. Legal teams are often smaller than law firm departments, meaning lawyers must manage competing priorities and provide clear, practical advice directly to the business. What Skills Do Employers Look For in In-House Counsel ? When hiring in-house lawyers, employers look for more than technical legal expertise. They want lawyers who can operate confidently within a business environment and provide practical, commercially focused advice. Key skills employers look for in in-house counsel include: Stakeholder management Clear communication with non-legal teams Commercial judgment Ability to manage competing priorities Confidence working with senior stakeholders Adaptability A practical, solutions-focused approach Ability to explain legal risk in commercial terms Career Path to In-House Counsel Roles Many in-house lawyers begin their careers in private practice, often gaining experience in commercial, corporate, employment or regulatory law before moving into a corporate role. Lawyers typically make the transition after several years of post-qualification experience, which provides the legal foundation needed to manage the broader responsibilities of an in-house position. While some organisations do offer graduate and junior in-house lawyer roles, these opportunities are generally less common than graduate positions in law firms. For this reason, many lawyers start their careers in private practice before transitioning into in-house roles once they have developed several years of experience. How Elias Recruitment Supports In-House Counsel and Corporate Legal Teams Elias Recruitment has been placing in-house lawyers and supporting corporate legal teams for more than 25 years. During that time, we have helped organisations hire legal professionals at every level — from junior and graduate roles through to General Counsel and Heads of Legal for global companies. We partner with organisations of all sizes, including listed and private corporations, government agencies and not-for-profit organisations across Australia. Our deep understanding of the legal profession and extensive candidate network allows us to connect businesses with lawyers who have the right technical expertise, commercial awareness and cultural fit. We also work closely with lawyers who are considering a move in-house. Many candidates approach
The Legal Market by the Numbers: What the Latest Data Means for You
Labour market data is painting a clear picture of how Australia’s legal profession is evolving, and what that means for both lawyers considering their next career step and for firms looking to hire. According to the ABS Labour Force, Australia (August 2025), the national unemployment rate nudged up slightly to 4.3%, with participation steady at 66.9%. Employment overall rose to 14.6 million people. While the ABS data doesn’t break down the legal profession in its headline release, the broader labour force numbers signal a market that’s holding steady: still tight, but with just enough movement to create opportunities for both candidates and employers. For a closer look at the legal profession itself, Jobs and Skills Australia (JSA) provides some telling numbers. Their occupational profile for solicitors (ANZSCO 2713) shows around 99,500 solicitors employed nationwide, with employment growth averaging about 3,600 new positions each year. The profile highlights that around 61% of solicitors are female, with a median age of 37 and median weekly earnings of about $1,828. Interestingly, about 13% of solicitors work part-time, pointing to the growing importance of flexible work options in the legal space. The 2024 National Profile of Solicitors adds even more detail (even though the data is a little dated). Compiled by Urbis for the Law Society of NSW, the profile shows there were 97,500 practising solicitors in Australia in 2024 – up 47% since 2014. Private practice remains dominant, employing 64% of solicitors, while the proportion of solicitors in rural or regional areas has slipped from 12.5% a decade ago to just 8.8%. The gender balance has tipped further, with 56% of solicitors now female, compared to 44% male. So, what does this all mean? For candidates, it’s clear that the legal profession continues to expand, with steady demand across private practice and in-house roles. If you’re considering your next move, the data suggests that opportunities are abundant, particularly if you’re open to flexible work or relocation. For clients, the growth trajectory and the demographic trends point to both opportunities and challenges. The profession is attracting and retaining more women, but regional coverage is thinning, which could make it harder to secure talent outside metro areas. With median earnings sitting around $1,828 a week, competitive salaries are important, but so too is culture, career progression, and flexibility if you want to attract and keep the best people. If these numbers have you thinking about your next career move (or how to strengthen your team) get in touch with Elias Recruitment. We’re here to connect great lawyers with the right opportunities, and to help firms find the talent they need in a changing market. Jason Elias
A New Generation of Graduates – What’s Changed and What It Means for You
It’s clear that the latest wave of law graduates brings with them a fresh set of expectations, and it’s more than just anecdotal chatter among recruiters. Let’s dig into what the data tells us. According to Jobs and Skills Australia, the professional workforce, including the legal sector, is forecast to grow by approximately 409,800 jobs (10.9%) in the five years to May 2029, and by 785,000 jobs (20.9%) through to 2034. That sustained demand gives new graduates real flexibility and confidence in their early career choices. With opportunity comes expectations. The Australian Jobs 2025 report makes it clear that younger professionals are seeking more than just a role and a pay check, they want structured career progression, continuous upskilling, and transparency about future growth. Data also shows strong early employment outcomes for law grads via the 2023 Graduate Outcomes Survey: 74% of law and paralegal graduates are in work within four to six months, well ahead of the 68.9% average across all fields. This confidence also translates into mobility. ABS data shows that in the year to February 2025, 12% of people aged 15–24 changed jobs – almost double the national rate. Gen Z doesn’t just want flexibility; they expect it. A recent survey revealed that around 61% of Gen Z workers in law regard flexible hours as extremely important, and they’re often relied upon to drive digital transformation in firms through reverse mentoring and tech adoption. Graduates are entering a legal profession where technology skills are increasingly essential. According to the Australian Jobs 2025 report, digital literacy is now one of the most in-demand employability skills across professional industries, including law. This aligns with ABS data showing that 60% of managers and professionals who work from home cite flexibility, often enabled by technology, as their main reason, reflecting a shift towards tech-enabled, agile work practices. For many new entrants, familiarity with tools such as legal research software, case management systems, and emerging AI applications is not an added bonus but an expected part of their professional toolkit. So what does this mean for law firms? It’s no longer enough to offer an attractive salary. To engage and retain this talent, you need to provide meaningful development, genuine flexibility, and a culture that values purpose, innovation, and digital fluency. Firms that can do this won’t just attract top graduates, they’ll help them thrive and stay. At Elias Recruitment, we’re attuned to these shifts and ready to guide you in connecting with (and building careers alongside) the next generation of legal professionals. Jason Elias
Jason Elias re-elected to the RCSA Board
Elias Recruitment is pleased to announce that Jason Elias has been re-elected to the Board of the Recruitment, Consulting & Staffing Association (RCSA), representing recruiters across Australia and New Zealand for the next two years. For clients and candidates, this matters. RCSA is the peak body for the recruitment, staffing and workforce solutions industry in ANZ, with a purpose to enhance lives, organisations and the economy through the world of work. It drives professional practice, promotes and protects the industry, and enables better business for members. The RCSA Board is elected by members and is responsible for the direction and governance of the Association; setting policy, practices, management and operations. Jason’s continued role ensures a practitioner voice is at the table as the Association shapes standards and advocates for the sector. RCSA members also commit to the Code of Professional Conduct, reinforcing ethical practice, accountability and consistent service, principles that align with how Elias Recruitment partners with both clients and candidates. Please join us in congratulating Jason on his re-election. We look forward to bringing you the benefit of ongoing industry leadership through informed advice, strong standards and practical insights that improve hiring outcomes.
Why Culture Isn’t Just “Nice to Have”
In August at RCSA’s SHAPE Conference, I had the chance to sit in on Dr Adam Fraser’s keynote, and I haven’t stopped thinking about it since. Adam, a human performance researcher, has spent decades studying what drives sustainable workplace performance. His work with elite athletes, military units, and global organisations has shown again and again that culture isn’t fluff, it’s the engine. One story he shared made me sit up. He recalled visiting a law firm and asking why they thought they kept losing senior associates. The firm’s leaders explained that those lawyers felt they weren’t treated well. When pressed further, one senior partner openly admitted, “I’m not going to change. I was treated poorly at that level, so now it is their turn.” That one sentence is disappointing and familiar. It reflects the cycle so many workplaces fall into, especially in high-pressure industries like law. We normalise behaviour because it happened to us, and in doing so, we pass it on. Toxicity becomes tradition. As Adam put it, one of the biggest blocks to cultural improvement is the idea that “it is the leader’s job.” Too many of us shrug off responsibility because we think culture is someone else’s domain. The truth is, every single person in an organisation contributes to it. Every conversation, every meeting, every interaction adds another layer to the culture we all experience. Dr Adam Fraser at SHAPE (Credit RCSA Instagram) That really resonated with me, because at Elias Recruitment we see this play out daily. Lawyers often leave roles not just because of the money or the hours, but because of how they feel treated. When firms lose people, they lose more than just capability. They lose trust, reputation, corporate history and momentum. On the flip side, firms with a strong, healthy culture become magnets for talent. People want to stay, they want to grow, and they recommend their firm to others. Adam’s research with Deakin University reinforces what many of us instinctively know: culture is incredibly hard to change once it is set. He likens it to an immune system, it fights off anything new or foreign. That is why bold cultural initiatives often fail. They are not reinforced by daily behaviours and habits. The trick is consistency. Adam explained, it is not about lofty vision statements that get rolled out once a year, but about the everyday actions that shape the lived experience of work. From my perspective, this is one of the biggest lessons for both clients and candidates. For clients, culture is your competitive edge. It is not about perks or marketing collateral, but about how people are treated day in and day out. The juniors you mentor today are tomorrow’s partners, and they will mirror what they learn from you. For lawyers, it is about recognising that you play a role too. Culture is not something handed down from the top. It is built in every choice you make, whether you are supporting a colleague, giving feedback, or handling pressure. If we want the profession to thrive, the cycle of “I suffered, so you must too” has to end. Culture is everyone’s responsibility. It is not just nice to have, it is the difference between a workplace people endure and one they will fight to be part of. At Elias Recruitment, we are committed to connecting firms with lawyers who not only have the right skills, but who will help strengthen and sustain positive workplace cultures. If you are looking for your next career move or keen to build a healthier, high-performing team, get in touch with us today. — Jason Elias, CEO, Elias Recruitment
AI in Australian legal practice: a 2025 guide for firms and lawyers
At Elias Recruitment, we know AI is no longer just experimental in law, it is operational, and expectations are rising. The Law Council of Australia has established a central hub that aggregates guidance and updates on AI (including Generative AI). It’s an important tool for everyone in the legal profession, emphasising the fact that materials can date quickly, meaning practitioners should check the latest protocols for their jurisdiction and exercise caution given ethical, professional and legal risks. We have put together a quick guide to help both our clients and candidates navigate this challenging time, while not falling behind as this technology advances at lightening pace. Firms. 1) Publish and maintain an AI policy. Treat this like any other risk instrument. Draw on existing resources like the Law Society of NSW’s AI hub (including court protocol trackers) and the Law Institute of Victoria’s AI Hub. Tailor the resources to your practice areas and client promises. Update it quarterly. As we know things are moving fast in the AI space. 2) Build “human-in-the-loop” safeguards. Require qualified lawyer review of any AI-assisted work product for accuracy, privilege, confidentiality and citation integrity. Recent Australian incidents highlight why unverified AI outputs are unacceptable in court or client work. 3) Align with court expectations. Many courts now issue directions on AI use. Ensure litigators and investigators follow the current protocol list and capture that compliance in your matter procedures. 4) Train for capability, not hype. Focus CPD on safe prompts, verification workflows, citation checking, and secure data handling, areas the professional bodies are prioritising. 5) Nominate ownership. Assign a partner (policy), a practice manager (process), and a knowledge/IT lead (tooling) to keep your policy live and auditable. Lawyers 1) Show “AI fluency with duty of care.” Demonstrate you can use AI to speed first drafts or research while meeting ethical and court standards. Reference recognised guidance in interviews and work examples. 2) Explain your verification workflow. Be ready to walk through how you check citations, preserve confidentiality and record human review, addressing the Law Council’s caution about evolving risks. 3) Target CPD that maps to outcomes. Choose courses that lift matter velocity without compromising quality (document review, research triage, client-ready drafting). If you are planning a hire or weighing your next move, we can align role requirements and candidate capability with the latest Australian guidance, helping you gain the benefits of AI without compromising standards. Contact [email protected]
The Classy Quit: How to Resign without Burning Bridges
The only certainty in life is change, so when you change jobs – do it well. You have said “yes” to a new offer and now it is time to finish strong. A clean, compliant resignation keeps your personal brand intact and reduces stress caused by a “bad leave”. Your Resignation Cheat Sheet. How to resign well: As a matter of good form, you should resign in person to your manager/ partner. Have a typed-out letter of resignation, including a date of departure in line with your employment contract, a thank you and offer handover. Hand it over at the end of the meeting. Do not criticise or get into details at this meeting (there may be an exit interview for that). Try to keep things professional and not personal. This is easier if you leave details to a minimum. End positively and let them know how much you have enjoyed the chance to work with and learn from the team, but it is time for a new challenge. Let them know that your mind is made up and you are not open to changing it or entertaining counteroffers. Reaction: While you have known about your intention to leave, it may come as a shock to your manager. Expect any reaction – big feelings, strategic silence, or warm professionalism. Your message stays steady. Often on hearing of a resignation, employers go into panic mode as they think about how they are going to fill the gap. They will often try to turn you around or make amends for issues that may have concerned you. Just keep it simple – “I’ve committed to my new role and will make the handover smooth.” Counteroffers usually end in regrets (see article). Notice & leaving early: If both sides agree, you can finish earlier; otherwise, work the notice properly. Do this well as there is nothing worse for your reputation than a former employer who thinks you were just “dialling it in” or you leave landmines in your files for the next person to deal with. Reputation: In a tight industry like legal, your personal brand and reputation is paramount. You want your former employers to all speak highly of you. Remember your current workplace can often be a source of referrals down the line and may be called upon to be a referee. Consultants can make this easier Resignations are emotional, and the admin can get fiddly. If you have gone through a recruiter for your new job, they can coach you through the tricky parts: aligning start dates with notice, crafting the letter, navigating counteroffers, and planning a stress-free handover. We can also help with strategies to keep relationships warm and references glowing. If you are ready to move with confidence, talk to Elias Recruitment for discreet advice and a seamless transition to your next role. For full rules and examples, see the Fair Work Ombudsman’s guidance on resignations.