Breaking Down Barriers to Law

Foreword

In his memoir about his early, pre-presidential life, Barack Obama refers to the law as ‘a long-running conversation’. Despite being motivated at school to work hard, do well and make something of my life, I never felt that I could be part of that conversation. My family didn’t know any lawyers and my knowledge of what they did and what life was like in a legal firm was close to zero. Looking back, I feel that it was a profession I might have enjoyed, and been good at, but at the time I didn’t think it was a path that was open to someone like me.

There are still too many young people across the country who are in the same position I was, lacking the family connections or the school and university networks that can provide a stepping stone into the legal profession. There are also those who want to change career at a later stage in their lives, or who return to work after having a family, who have the potential and life-experience to be good lawyers but simply don’t know where to find the right advice and experience.

The situation is changing. Many law firms based in the City of London are doing fantastic work to bring equality of opportunity to what was traditionally seen as a closed shop, open only to the privileged. Their best practice was the focus of a Purpose Coalition project, Levelling Up Law, in 2021 where we worked with a number of City law firms to learn about what they were doing to attract a more diverse workforce.

The new project featured in this report, Breaking Down Barriers to Law, builds on that work but has a more regional perspective. By developing a more strategic, country-wide approach to embedding opportunity - firms can encourage a talent pool that more closely reflects the communities they work in. This will pay dividends, not only for the individuals who can change their lives by acccessing opportunity, but also for the law sector with a more diverse and inclusive workforce contributing to innovative and profitable businesses.

Based on a series of workshops with participating law firms, it focuses on the key themes of outreach, access, recruitment and progression. It explores how the sector can do more to help those from disadvantaged and underrepresented backgrounds get in, by proactively engaging with them in sustained programmes and by ensuring they can access tools like work experience and insights into legal practice that will equip them more effectively for the range of opportunities that law firms can offer. It also looks at ways to provide a more level playing field in the recruitment process, including the adoption of name blind recruitment and contextual recruitment practices, and to support them to stay in the sector and thrive throughout their careers. It’s not just about getting in, it’s about getting on.

It is clear from our work that there is an appetite for change. Society now has much higher expectations of how businesses should operate, including professional services, and it is increasingly the case that those that demonstrate the most effective social impact will attract the largest talent pool. The examples of best practice featured in this report are evidence of the commitment of the participating law firms to make a difference and the recommendations we have developed together will make a significant impact on a more strategic approach to social mobility. I hope that they will also inspire others in the legal sector to consider how they might begin – or extend - their own social mobility journeys.

Nick Forbes CBE, Chair of the Breaking Down Barriers Commission and Former Member of Kier Starmer’s Shadow Cabinet

“The Breaking Down Barriers project, and this report which This is Purpose has developed with participating law firms, demonstrates the positive impact that working in partnership can bring. In a sector that is critical to the economy, the collaboration has seen a laser-like focus on the elements that are essential if it is to open up opportunities to those from disadvantaged and underrepresented backgrounds, enabling them not only to get in but to get on. Outreach, access, recruitment, and progression are all intrinsic to creating career pathways beyond the traditional networks of the right family, school, or university. The blueprint for further action serves as a way forward, supported by a commitment to track and measure progress so that any remaining barriers can be identified and removed.”

Executive Summary

The legal sector is critical to the running and development of Britain. At its core, the legal sector ensures the rule of law - playing a central role in maintaining order, upholding justice, and safeguarding individual rights.

Economically, the legal framework provides stability and confidence for businesses. Contract law, property law, and commercial regulations form the foundation of transactions, investments, and overall economic growth. The legal sector facilitates business activities by offering mechanisms to resolve disputes, enforce contracts, and protect intellectual property.

Human rights are also a critical focus of the legal sector, with laws and regulations in place to prevent discrimination, preserve freedom of expression, and ensure the protection of civil liberties. Citizens have the means to challenge human rights violations through legal avenues - contributing to a society that values and protects individual freedoms.

Internationally, the industry shapes and maintains the UK’s relations with other nations. Treaties, agreements, and adherence to international law are crucial for diplomatic interactions and global cooperation - playing a key role in resolving crossborder disputes and ensuring compliance with international norms.

The legal sector also contributes to wider social cohesion by setting standards of behaviour through criminal laws, regulating relationships through family laws, and ensuring the proper functioning of public institutions through administrative laws.

Regulatory frameworks, established and enforced by the legal sector, govern various key industries and sectors. Financial regulations, environmental laws, and health and safety standards protect the public interest and ensure the proper functioning of diverse sectors.

For generations, the sector has also provided skilled careers, offering training and development opportunities in a sector critical to the economy.

However, the industry, despite significant progress, still faces a number of challenges in the delivery of equal and inclusive opportunities to diverse, underresourced, and underrepresented groups.

The challenges faced by the legal sector in outreach, access, recruitment, and progression reveal systemic barriers that disproportionately affect individuals from diverse backgrounds.

The experiences of individuals who attended ‘non-elite’ universities often lack exposure to the traditions and formal events characterising the profession. The high cost of legal training, coupled with the financial burden of unpaid work experience, also poses a significant barrier to those from lower socio-economic backgrounds seeking initial outreach opportunities1.

For generations, the sector has also provided skilled careers, offering training and development opportunities in a sector critical to the economy.

In terms of accessing long-term employment, data indicates that black and female employees within firms are more likely to come from lower socio-economic backgrounds - emphasising the intersectionality of challenges faced by these groups2. The profession also still exhibits disparities in its access from higher education,

with a substantial gap between the demographics of lawyers and the broader UK population attending state schools3

Inclusive hiring practices remain a challenge, with a bias towards hiring trainees from top UK universities. Universities play a pivotal role in promoting inclusivity through inclusive admissions policies, ongoing support throughout education, and assistance in securing training contracts, however a more diverse approach to recruitment across higher education is needed from firms to address the challenges4

Once within a firm, the barriers remain. Long and inflexible working hours have also been identified as barriers to retention and career progression, particularly impacting women who wish to start a family and those living with disabilities which represent 6% of the sector workforce compared to the overall UK workforce representation of 16%5

Traditionally, reduced or flexible working hours have been perceived as a lack of commitment or ambition, limiting opportunities for career advancement by those outside of the legal profession and new starters as a result of misconceptions and industry stereotypes6.

More widely, there are also disparities in progression across the industry by background. Individuals identifying as white progress to partnership-level nearly two years more quickly than those from underrepresented groups. Those from lower socio-economic backgrounds also face a longer average length of time to reach partners, highlighting the compounding impact of ethnicity, gender, and socio-economic background on progression inequalities7

The very best firms have come together to shape a more strategic, country-wide approach to embedding opportunities through the Breaking Down Barriers to Law project.

Across a number of roundtable workshops, the firms are pooling their resources in strategic focus areas - Outreach, Access, Recruitment and Progression. Through the sharing of best practices and specific challenges, the project aims to drive the sector forward in its approach to the proactive engagement and inclusion of people from underrepresented backgrounds in a wider effort to boost social mobility.

Many law firms are already doing fantastic work to deliver equality of opportunity and this project will be looking at their best practice and assessing how it can become the sector norm. The industry has undergone transformative change over recent years, innovating and expanding the qualification process and routes into the profession.

Society now has much higher expectations of how businesses should operate and it is increasingly the case that those that demonstrate the most effective social impact will attract the largest talent pool.

This project builds on the original Levelling Up Law project in 2021 which worked with City law firms and led to the development of a talent platform.

Led by Rt Hon Justine Greening, Breaking Down Barriers to Law works with participating regional law firms to develop a strategic and countrywide approach to embedding social mobility in the legal sector and playing a proactive part in boosting opportunity.

Participating law firms include Fletchers Group, FBC Manby Bowdler, Lester Aldridge LLP, Winckworth Sherwood, Walker Morris, JMW Solicitors, Boyes Turner, Brachers, Stevens & Bolton, Harbottle & Lewis, Wilsons Solicitors LLP, Tees Law, Chadwick Lawrence, Freeths LLP, Brabners LLP, Napthens, and Michelmores.

Best Practice Roundtable Insights

The firms involved in the trailblazing Breaking Down Barriers to Law roundtables shared insights across four key topics central to boosting social mobility in the sector: Outreach, Access, Recruitment, and Progression.

Chaired by Rt Hon Justine Greening, the roundtables saw vital insights shared amongst a wide range of law firms right across Britain, pooling their expertise. The leading firms included: FBC Mandy Bowdler, Winckworth Sherwood, Fletchers Group, Lester Aldridge, Walker Morris, JMW Solicitors, Boyes Turner, Brachers, Wilsons Solicitors, Stevens & Bolton, Harbottle & Lewis, Tees Law, Chadwick Lawrence, Freeths LLP, Brabners LLP, Michelmores, and Napthens.

As well as the firms mentioned above, Purpose Coalition university partnersincluding the University of Chester, the University of Greenwich, the University of Northumbria, the University of Stirling, Staffordshire University, Newcastle University, and Liverpool Hope University - attended the roundtables. Higher education participation allowed for critical cross-sector collaboration and information sharing, working towards a fairer and more open legal sector.

Throughout Section 2, best-in-class insights shared during the eight roundtable sessions on how firms are breaking down the barriers to opportunity will be assessed as part of the wider Action Plan. Throughout Section 2, the key challenges highlighted by firms in breaking down barriers to opportunity will be outlined - informing strategic recommendations for where the sector can go even further.

The participating firms have extensive activity and best practice against each of the four themes - and more widely on social mobility - with the insights below offering case studies on the most innovative work each of them undertakes in Breaking Down Barriers to Law.

2.1 Outreach

Outreach plays a central role in the success and sustainability of firms, it also serves to foster muchneeded diversity and inclusion across the sector. By proactively engaging with individuals from diverse backgrounds, law firms create a more representative and enriched talent pool, as well as creating an environment that benefits from a range of perspectives and experiences.

Furthermore, outreach also promotes a culture of innovation and adaptability within firms. Exposure to individuals from varied backgrounds stimulates the development of new ideas and approaches, allowing firms to stay ahead of industry trends and navigate evolving legal landscapes.

Beyond its strategic business implications, outreach allows law firms to actively contribute to wider education and advocacy. By providing resources, mentorship, and support to underrepresented groups, law firms play a crucial role in shaping the future of the legal profession and fostering a more inclusive and equitable legal community. By proactively engaging with individuals from diverse

backgrounds, law firms create a more representative and enriched talent pool, as well as creating an environment that benefits from a range of perspectives and experiences.

2.1.1. School Engagement

A number of firms run specific outreach programmes in local schools across the country. These strategic initiatives involve collaborative efforts, aiming to create meaningful interactions that demystify the profession, provide valuable insights and inspire the next generation of legal professionals.

By actively engaging with schools, law firms not only contribute to the education and career development of students but also play a vital role in promoting diversity and inclusion early in the talent pipeline.

Critically, firms participating in the workshops noted a tailoring of activities to the age and interests of the students engaged. This ensured the success and effectiveness of outreach approaches.

Another important element to the firms’ school engagement outreach programmes is the educating of students on the different pathways to law.

The leading firms are offering school-leaver programmes as well as a Legal Assistant Programme which allows students to begin earning soon after their study - a barrier that is so often a blocker to students from under-resourced socio-economic backgrounds pursuing careers in law.

Another important element to the firms’ school engagement outreach programmes is the educating of students on the different pathways to law. Often, students’ - as well as teachers’ and parents’ - traditional notions of the legal profession acted as a barrier to those from under-resourced or underrepresented backgrounds. The number of diverse and inclusive pathways available now across modern and socially conscious firms is not widely known, and informing students at a young age can significantly increase attainment.

Case Study

Michelmores, Empowering girls

Michelmores - a national firm with offices in Bristol, Cheltenham, Exeter and Londonwelcomed more than 30 year 9 girls from state schools around Exeter to a special workplace event in November 2023 - aiming to introduce them to career opportunities within professional services.

The morning included a workshop on communication skills and confidence with professional business coach and personal development consultant, Judy Salmon, as well as a talk on early careers opportunities at Michelmores. It concluded with office tours hosted by the firm’s trainee solicitors, apprentices, and placement year students.

The firm is increasing the number of Careers Fairs in colleges and schools in a number of towns and cities close to its offices

Case Study

Tees Law, Early educational outreach

Tees Law, a legal services and independent financial advice specialist, has six offices across the East of England and is using this scope and reach to build a comprehensive school outreach agenda.

The firm is increasing the number of Careers Fairs in colleges and schools in a number of towns and cities close to its offices in Bishops’ Stortford, Cambridge, Chelmsford and Brentwood. Tees Law is seeking to build relationships with schools, discussing careers in Law at an early age.

This builds on existing engagement with events at Anglia Ruskin University in both Cambridge and Chelmsford, as well as the Sixth Form Career Day at Bishop’s Stortford High School.

Critically, Tees Law is also seeking to offer mentoring to Law students at Anglia Ruskin University.

2.1.2. Collaboration with Higher Education

Collaboration with universities, and coordinating outreach programmes, is critical to the creation of a diverse talent pipeline across the legal sector. Firms across the table shared insights into their comprehensive partnerships with universities. By actively collaborating with higher education, firms are supplementing legal education, providing practical insights, and bridging the gap between academic theory and real-world practice through careers fairs and other engagement events.

Many are also involved in the Sutton Trust’s Pathways to Law programme. Firms across the table reported the success of the programme and how critical it is for social mobility across the sector - especially in widening reach and access.

Case Study

FBC Mandy Bowdler, Junior Lawyers Division

FBC Manby Bowdler establishes links with the local Junior Lawyers Divisions to support outreach efforts, facilitating links with local universities and colleges through the network. The Junior Lawyer Divisions also have committee members across local law firms, connecting colleagues across strategic regions.

Additionally, the Divisions helps Junior Lawyers benefit from a group of people their own age to discuss challenges with, outside of their current firm. This can also help entry-level starters build confidence and independence through the organising of social and networking events.

Case Study

Napthens, Insight days

Napthens is a North West-based firmwith offices in Preston, Blackburn, Fylde Coast, Kendal, Southport, and Liverpoolspecialising in providing legal services to both businesses and individuals.

As part of its outreach and collaboration with universities, the firm recently hosted an innovative Insight Day in September 2023. The Insight Day was hosted in partnership with University of Central Lancaster (UCLAN) and supported the firm in investing in firstgeneration law undergraduates.

The Insight Day shared learning, experience, and knowledge with local undergraduate law students, strategically focusing on those who are the first in their families to go to university.

For its 2024 Insight Day, Napthens will be focusing even earlier in the talent pipeline, building on the successes of its first Insight Day. The firm will be partnering with a local Further Education College in Preston, asking the college to proactively invite first-generation students and those from lower socio-economic backgrounds to the event.

2.1.3. Charity Partnerships

Charity partnerships are another strategic pillar in the outreach approach of firms, representing a purposeful commitment to local community engagement, and delivering equality of opportunity through partnerships with third-sector experts.

Many firms reported successful ongoing partnerships and collaborations with charities, especially in terms of breaking down barriers to opportunity. This, critically, involves firms offering financial resources to charities - directly linking under-resourced and underrepresented groups across the country with a supported opportunity to learn and study the legal profession.

Case Study

Wilsons Solicitors LLP, Wide-ranging outreach

Wilsons Solicitors LLP, a medium-sized firm based in Salisbury in the South West with an office in London, offers a best practice example of the sector’s potential in offering varied community engagement aimed at fostering the next generation of legal talent.

Through a multifaceted outreach programme, Wilsons actively collaborates with local schools and universities to provide students with valuable insights into the legal profession. Each July, the firm hosts a weeklong work experience programme for Year 12 students, offering hands-on opportunities to work on projects and shadow professionals across various departments. In June, second and third-year university students participate in a comprehensive vacation scheme, gaining exposure to different areas of legal practice. Wilsons also actively participates in careers fairs at universities like Oxford, Exeter, and Southampton, showcasing legal career pathways and offering guidance to aspiring lawyers. Additionally, the firm supports a local girls’ grammar school during its enterprise week, providing students with real-world problemsolving experiences. Through engagement with schools’ careers advisors and partnerled presentations, Wilsons aims to broaden access to legal careers and nurture diverse talent. Wilsons Solicitors LLP’s outreach initiatives play a pivotal role in breaking down barriers to opportunity in the legal sector while fostering a more inclusive and accessible profession for aspiring lawyers.

2.1.4. Engaging Hard to Reach Groups

Firms committed to breaking down barriers to opportunity for all groups gave an overview of their approaches to engaging hard to reach groups. This involves targeted efforts to connect with individuals or communities facing unique challenges in accessing legal education, career paths, or support networks.

By actively engaging hard-to-reach groups, law firms aim to bridge gaps, provide tailored resources, and create pathways for individuals who may encounter the highest of barriers.

One example offered was the impactful Reignite Academy programme. The Reignite Project supports people who have had a career break to get back into the legal sector. It is a collaborative project, pooling the resources of a number of firms across the country to post job adverts together, and run regular workshops and events - targeted specifically towards women - to inform, educate, and inspire.

This includes a 6 month reintegration programme that allows for a smooth transition back into work for mothers and carers.

Case Study Chadwick Lawrence, Getting people back into work

Chadwick Lawrence, a solicitors firm with offices across Yorkshire, is leading in getting people back into work.

The firm undertakes outreach with specific charities that work with local people who have been out of work for a period of time - with a specific focus on offering and supporting individuals in an admin role and progressing them into becoming a trained solicitor or lawyer. Often, it is people who have lacked confidence as they have been out of the working environment for some time.

Not only is this critical for the individual as they are supported into a long-term skilled career role, it is a critical challenge for the country and our communities with the increasing number of people finding themselves out of employment.

Case Study Brabners LLP, Strategic outreach

Brabners LLP, a Northwest based independent firm with offices in Liverpool, Manchester, Leeds and Lancashire, works with a number of charities to tailor support and access to the legal industry to those most in need. This allows the firm to specifically target its outreach to key demographics. One example of this is the firm’s partnership with LTSB - a social mobility charity that prepares and supports young people from challenging and disadvantaged backgrounds into meaningful roles with major firms.

Brabners LLP hosted an insight day for the firm’s cohort, offering a critical insight into what it is like to work in the industry, and how to make the best applications. Importantly, Brabners LLP also followed up on this day with a speed interviewing event, where the firm offered tips for succeeding in an interview process.

Brabners LLP also partners with Pathways to Law - via the Sutton Trust. Through the partnership, it provides access to industry for a select group of students from lower socio-economic backgrounds.

The firm has supported and prepared students for placements, holding sessions in offices to showcase and help students get an early experience of the working world. These sessions have been further supported by Brabners LLP linking up the students present, and offering work experience opportunities and insight days.

2.1.5. Challenges

During the roundtable discussions, firms identified challenges in their efforts to break down barriers to opportunity through outreach. Prominent challenges emerged from these discussions - resource allocation, partner-level buy-in, engagement with primary schools and other key stakeholders and engaging a more mature cohort - each will be addressed in the recommendations.

Law firms expressed the difficulty - with an uncertain socio-economic climate - in assessing and deploying resources most effectively to boost social mobility. A more comprehensive and joined-up approach to outreach could be explored, plugging gaps and ensuring resources are used most efficiently.

The firms at the roundtables noted some difficulty in ensuring buy-in from all levels of the firms in outreach activities. The possibility was discussed of granting colleagues the flexibility to allocate specific time away from fee-earning tasks for specific engagement in outreach initiatives.

One of the key challenges also outlined by the firms in regards to outreach went beyond the engagement with children and students, but the need to also involve parents and careers advisors.

These two stakeholder groups can, in some cases, also present barriers to young people entering or considering the legal sector due to traditional notions of the profession as well as outdated information on different routes and ways to qualify. A multi-pronged approach to break down the stigmas is critical to more widely spreading opportunity.

The firms at the roundtables noted some difficulty in ensuring buy-in from all levels of the firms in outreach activities. The possibility was discussed of granting colleagues the flexibility to allocate specific time away from fee-earning tasks for specific engagement in outreach initiatives.

The discussions also outlined the critical importance of reaching students at the primary school level. The consensus among participants was that primary school students are highly impressionable and formative in their educational journey. However, law firms reported encountering challenges in establishing effective connections with primary schools, posing a hurdle in the pursuit of outreach initiatives.

Inversely, the firms involved in the project focused on the need to view outreach through the lens of reaching later in the talent pipeline towards mature individuals - as well as earlierwith younger students in schools and colleges. Since the COVID-19 pandemic, increasingly, older workers have left the employment market.

Data from the Office for National Statistics (ONS) displays that in January 2023 412,000 more people aged 16 to 64 were economically inactive than in January 2022, before the pandemic8 Of the 412,000 rise in economically inactive adults, rising inactivity amongst 50 - 64 year olds account for 68.5% of the total rise9

Leading firms are recognising the need to reach out to this cohort in a mutually beneficial measure for both the country, local economies, and the legal profession itself. Mature workers have a number of soft skills and experiences that make them well suited to the sector. With the increase in non-legal pathways into firms, the leaders in the sector are building this group into their outreach agenda.

Access

Ensuring fair and equal access to opportunities is critical in firms’ wider dedication to inclusivity, talent development, and social impact. This involves multifaceted approaches offering a diverse range of opportunities to work, train, and gain experience with organisations.

Providing access to legal education and career pathways, especially for underrepresented and under-resourced groups, represents a tangible intervention in addressing inequality of opportunity. It is a needed commitment of law firms actively participating in the creation of a more inclusive and equitable legal community.

Case Study

JMW Solicitors, Paralegal Academy

JMW Solicitors – a medium-sized firm with offices in Manchester, Liverpool and London – is establishing a Paralegal Academy as part of its wider efforts to ensure diverse pathways and access to the firm for all.

The 12 month programme is designed to empower people to gain the knowledge and skills necessary to progress within the firm, widening access and breaking down barriers to employment with the firm.

JMW Solicitors recruits for other positions – including its apprenticeships – from its Paralegal cohort. The 12 month programme is intended to upskill JMW’s junior staff, especially those from under-resourced and underrepresented backgrounds.

2.2.1. Apprenticeships and Non-traditional Pathways

The firms attending the roundtables offered critical insights into a wide range of apprenticeship and non-traditional pathways to opportunities within the organisations.

One central to breaking down barriers is the rise in Legal Apprenticeships. These offer individuals practical training and handson experience in legal roles, often leading to recognised qualifications. Firms across the table noted the success in Legal Apprenticeships and the need for other legal organisations to explore these where possible. Firms offer a range of successful apprenticeships - including those supported by the Chartered Institute of Legal Executives (CILEX) - which are suitable for a wide range of people regardless of background. The apprenticeship route is particularly successful in attracting and supporting individuals from deprived backgrounds who can begin earning a wage from day one with the firm.

Another critical pathway is the Paralegal route. These allow individuals to start in administrative or entry level roles - with elements of legal workand progress to substantive legal positions through on-the-job experience and additional training. Firms offered a number of examples of students from under-resourced and non-legal backgrounds undertaking the Paralegal route, beginning in an administrative role, and progressing to become a fully-trained lawyer or solicitor.

Importantly, the Paralegal route is open to all, based on potential, values, and behaviours over conventional academic performance and experience which tends to favour those with inherent advantage due to background. As a result, these pathways are central to breaking down the opportunity barrier present across the legal sector.

2.2.2. Work Experience Opportunities

Law firms highlighted in the roundtables the proactive broadening of their approach to work experience opportunities.

Among these, Vacation Schemes emerged as a highly successful initiative, providing participants with immersive experiences across a wide range of departments. This hands-on exposure mirrors the responsibilities typically undertaken by trainee solicitors, offering invaluable insights into the day-to-day workings of the profession.

Members noted the importance of the strategic tailoring of work experience opportunities based on the individual experiences of the students involved. This bespoke approach ensures that participants gain relevant and meaningful insights aligned with their unique interests and aspirations.

Some firms also extend their access opportunities through proactive engagement, offering mock vacation schemes - simulations providing students with a preview of what to expect in a real-world work environment. Particularly commendable is the targeted effort to reach under-resourced students, with specific initiatives aimed at universities, showcasing a commitment to inclusivity and breaking down barriers to entry into the legal profession. Firms also ensure that in-built into its work experience routes is information on the alternative routes into a career in law, with many attendees reporting candidates did not know about the varied pathways.

Critically, representatives around the tables shared their firm’s processes for vacation schemes and work experience not focusing on grades or academic backgrounds. This was reported as being central to the firm ensuring a wider range of people get access to these opportunities.

Case Study

Boyes Turner, Work shadowing

Boyes Turner - a full-service law firm based in Thames Valley - is launching a leading work shadowing programme in 2024.

The firm, which already runs comprehensive work experience programmes, is now initiating a new scheme focused on collaborating with local schools to provide enhanced opportunities for students.

Its aim is to work and establish collaborative relationships with local schools in a social mobility cold spot area in Reading, offering skills-based education, guidance, and experience. Initially targeting 2-3 schools, Boyes Turner aims to engage with sixth form students, with potential openness to working with younger year groups in the future.

While the specific details of the programme are still in progress, Boyes Turner envisions a week-long initiative incorporating critical elements of work shadowing. Notably, the firm is committed to integrating skills-based sessions and learning experiences into the approach. This may involve activities such as CV reviews, interview preparation, and presentation practice.

To ensure inclusivity, Boyes Turner plans to cover students’ travel expenses and sustenance during their time with the firm.

Case Study

Harbottle & Lewis, Work experience offering

Harbottle & Lewis is a London-based law firm specialising in the Technology, Media, and Entertainment sectors.

The firm has been actively engaged in the Pathways to Law work experience programme in collaboration with The Sutton Trust for the past three yearsdemonstrating a dedicated effort and commitment to social mobility.

The work experience week, extending up to a maximum of five days, is held in the firm’s office and involves a variety of activities designed to provide a comprehensive understanding of the legal profession. The activities include introductions to the firm, discussions on diverse legal careers, insights into different practice areas, shadowing trainee tasks, engaging in speed networking sessions with lawyers, participating in Q&A

sessions, delivering presentations, undertaking written tasks, and attending a CV skills workshop.

Despite the success of this outreach initiative, Harbottle & Lewis acknowledges challenges encountered in the process. Notably, the firm has observed that some participants already possess extensive experience from multiple work schemes with prestigious law firms, potentially leading to sessions becoming repetitive for these individuals. This raises questions about the effectiveness of the current outreach strategies and prompts considerations for alternative methods to reach candidates who have not yet had similar opportunities.

Overall, despite the challenges faced, the adaptation and tailoring of outreach is commendable, displaying Harbottle & Lewis’ wider commitment to breaking down barriers to opportunity and maximising outreach impact.

2.2.3. Development of Wider Critical Skills

Law firms are actively reshaping up-scaling their access opportunities by focusing on the development of a broader range of ‘soft’ skills. This shift is motivated by the recognition that beyond legal acumen, a diverse skill set encompassing communication, interpersonal and leadership skills is essential for success. Soft skills are also often the biggest barrier for those from under-represented and under-resourced backgrounds in accessing and taking advantage of opportunities.

A number of firms have adapted their vacation schemes and work experience opportunities to focus on helping students develop soft skills. For the very best firms, this has included empathy training, professional skills training, CV writing, and a mock assessment day in partnership with a recruitment specialist. These approaches are critical in not only linking up with a firm's apprenticeship routes, but also in ensuring the candidates take with them skills that will benefit them in any sector or working environment.

A number of firms have adapted their vacation schemes and work experience opportunities to focus on helping students develop soft skills.

Case Study Fletchers Group, Fletchers Academy

Fletchers Group is North-west based law firm, with offices in Manchester, Southport, Liverpool, and Leeds, specialising in serious personal injury and negligence cases.

It has set up a leading training scheme, Fletchers Academy. Established in September 2022, the Academy acts as a pathway for aspiring lawyers at A-Level or degree age to develop their skills and knowledge. As part of the project, the participants engage in a number of different areas of law over the one year training scheme. The opportunity culminates in a job offer if the participant is successful, and the accreditation is provided in partnership with the College of Legal Practitioners.

Critically, Fletchers Group works with schools, colleges and universities across the North-West to raise awareness of the project and encourage as many, and as wide a variety, of people to apply.

The response Fletchers Group has received has been overwhelmingly positive and as a result the firm tripled its intake from the 2022 cohort in 2023.

2.2.4. Mentoring Schemes

Law firms are increasingly leveraging structured mentoring programmes as a strategic approach to breaking down barriers and expanding access to opportunities. These programmes pair junior professionals and students, particularly those from underrepresented groups, with experienced mentors, providing tailored guidance and support.

The importance of mentoring lies in its ability to offer career insights, skill development, and networking opportunities - particularly beneficial for those facing barriers to entry. By addressing unfamiliar areas, providing access to insider knowledge, and mitigating feelings of isolation, mentorship becomes a key mechanism for creating pathways to advancement, breaking down perceived barriers, and fostering a more inclusive and accessible legal community.

A number of firms outlined the benefits of long-term mentoring schemes and in more widely building up relationships with the mentee - with one firm reporting mentoring being the most successful project in terms of widening participation and breaking down barriers to the sector.

The Purpose Coalition university members present at the roundtable workshops also touched on the comprehensive benefits of mentoring schemes, particularly skills-based mentoring. The universities outlined how keen they were for firms to establish partnerships with them to increase mentoring opportunities, which led to firms linking up with the universities and establishing collaborations through the work.

Case Study

Lester Aldridge, Comprehensive Mentoring

Lester Aldridge is a South-based fullservice solicitor with offices in Bournemouth, Southampton, and London, offering a range of services to both businesses and individuals through their legal concerns.

It offers a comprehensive mentoring scheme that is open to students of all ages on 40-week-long placements. The firm targets schools and colleges in its local communities to mentor and offer work experience to students who otherwise may not consider a career in law due to their socio-economic circumstances and limited exposure and provide insight into the opportunities available.

Critically, Lester Aldridge - through the scheme - seeks to increase the knowledge of careers advisors in schools. Its partners, who progressed through non-traditional routes, will go into the schools and interact with careers advisors directly. This work is central in offering a comprehensive mentoring approach that breaks down barriers to access early in the talent pipeline.

2.2.5. Targeting Underrepresented Groups

Law firms are strategically implementing measures to widen access and address the underrepresentation of specific groups within the sector. These targeted initiatives aim to break down barriers and create inclusive pathways for individuals who may face challenges in accessing opportunities.

By actively seeking talent from underrepresented groups, law firms contribute to a profession that reflects the diversity of Britain, ensuring that opportunities are accessible to a broader spectrum of individuals, ultimately enhancing the vibrancy and effectiveness of the legal landscape.

Firms around the tables gave examples of a wide range of strategic programmes, specifically aimed towards some of the most acutely under-resourced and underrepresented groups.

One notable example outlined during the roundtable workshops is the 10,000 Black Interns scheme. The 10,000 Black Interns initiative provides paid internships for black students and graduates, as well as paid internships for students and graduates with disabilities of all ethnicities. Firms have partnered with the programme and noted the success of the initiative.

Case Study

FBC Mandy Bowdler is a full-service law firm with offices across the West Midlands, Shropshire and Worcestershire.

Understanding that CILEX offers accessibility to individuals from non-traditional backgrounds, the firm is committed to supporting candidates

A number of firms have established partnerships with diversity platforms like Aspiring Solicitors to reach out and support some of the most vulnerable groups. These initiatives include tailored mentoring, workshops, and networking events.

Case Study

Walker Morris, Strategic Mentoring

Walker Morris is a commercial law firm based in Leeds, providing legal services for a wide range of companies.

Its Mentoring Scheme is specifically targeted and tailored to under-resourced groups in an effort to widen access. It views the Scheme as an opportunity to add social impact to the community, choosing applicants on a basis of most benefit rather than best-suited to the job or the sector. This is a leading approach to widening access and breaking down the barriers to opportunity.

The Mentoring Scheme runs for one year and involves a mix of face-to-face and online delivery. Walker Morris is mindful that some students do not feel comfortable completing face-to-face activities, and ensures they are flexible to a wide variety of needs.

in funding their route through this alternative legal qualification.

This strategic approach aims to increase awareness and participation in the CILEX route, providing opportunities for individuals from diverse and under-resourced backgrounds to progress in the legal field under FBC Mandy Bowdler’s supportive guidance.

FBC Mandy Bowdler, CILEX Employer

2.2.6. Challenges

The roundtable discussions amongst the leading law firms covered several challenges in terms of widening access to the sector.

A key concern identified was the prevalence of nepotism and informal networks, with partners traditionally favouring family members and friends in job placements or vacation schemes. Although some initial resistance was encountered, there is now a collective agreement among many firms, establishing a formal policy preventing opportunities from being disproportionately directed towards the children of lawyers or clients. There is also an inherent advantage to those from more privileged backgrounds in accessing work experience opportunities as they are often supported by their parents to live and do not have to be earning, whereas many individuals from less-resourced backgrounds have to work to support themselves or their family.

Addressing the financial challenges faced by individuals from disadvantaged backgrounds emerged as another significant hurdle. As highlighted above, limited financial resources often hinder their participation in unpaid or lowpaid work experiences. In response, firms around the table had been paying remunerations and support strategically to candidates engaged in work experience. Financial barriers may also lead to a lack of work experience on candidates’ CV’s - due to needing to work to support themselves - building another barrier in to potential opportunities. The sector more widely needs to be mindful of this when factoring experience into recruitment and access opportunities.

Beyond financial challenges, the group explored the inherent challenges and barriers to access

associated with imposter syndrome with those from underrepresented or under-resourced backgrounds, recognising the need to address and mitigate these barriers.

The complexities of the application process for work experience opportunities were also acknowledged, prompting a call for increased transparency and accessibility. A focus on disseminating information on the required etiquette for applications outlined the awareness that lack of knowledge can act as a deterrent. Often firms unfortunately also do not offer work experience opportunities for students under a certain age due to a lack of knowledge around safeguarding requirements which makes the process difficult and time consuming. This is limiting firms in their ability to increase social impact through an extensive talent pipeline as it was widely outlined through the workshopsthe earlier students are engaged, the better for their development and attainment.

Another challenge firms outlined is the difficulty in identifying schools from underresourced socio-economic areas. Partnerships and collaboration across sectors was noted by many as a key support mechanism and linkage between the profession and the schools in areas of most need.

These discussions highlighted the nature of the challenges faced by law firms in their efforts to break down barriers and improve access to opportunities. The commitment to addressing issues of nepotism, financial barriers, and imposter syndrome reflects a dedication to creating a more equitable and inclusive legal landscape.

2.3 Recruitment

Recruitment is the linchpin for cultivating a diverse and inclusive organisation and legal sector. By adopting inclusive hiring practices, law firms actively contribute to the creation of a workforce that reflects wider society. Diverse teams bring a richness of perspectives and experiences, improving the firm’s capacity for innovation and adaptability.

Proactively seeking talent from diverse backgrounds ensures law firms access a broad and varied pool of skills and expertise. This not only enhances the firm’s ability to meet the evolving needs of clients but also fosters a workplace culture that values diversity, contributing to higher employee satisfaction and retention rates.

Beyond its strategic business implications, recruitment represents law firms’ proactive contribution to equality of opportunity. By actively recruiting from underrepresented and under-resourced groups, as well as transforming its practices, law firms play a role in breaking down systemic barriers and boosting social mobility.

By adopting inclusive hiring practices, law firms actively contribute to the creation of a workforce that reflects wider society. Diverse teams bring a richness of perspectives and experiences, improving the firm’s capacity for innovation and adaptability.

2.3.1. Contextual Processes

Firms engaged in the roundtable discussions outlined the success of contextual recruitment processes, particularly citing the positive impact of bestpractice tools like Rare Recruitment and Amberjack. The adoption of Rare Recruitment's Applicant Tracking System (ATS) has been notable, with firms transitioning to incorporate Rare for contextual recruitment. While the data on the outcomes is still in its early stages, firms across the table reported an already discernible increase in diversity.

The choice of Rare was highlighted for its unique features, allowing applicants to attach social mobility flags to their applications. Rare also offers the capacity to generate adverse impact reports and provides supportive features across different stages of the recruitment process.

A departure from traditional sole focuses on academic requirements was noted as a pivotal step in improving inclusion throughout the recruitment process. Firms have actively removed

academic criteria beyond the standards set by the training provider. This shift has led to a notable influx of successful applicants with 2:2 degree qualifications. Members present noted these applicants having demonstrated a distinct standard and quality.

Despite this progress and the increase in experience parity across firms due to the shift in contextual processes, universities involved in the roundtables raised concerns regarding the value of academic grades. Students leave higher education with a significant amount of debt and hard work put into their studies, and as a result universities asserted the need for equal measurement of academic performance with candidates’ experience, values, behaviours, potential, and recognised the importance of academics in relation to the requirement of students’ ability to pass the SQE qualification, which was noted by many as being a challenging range of assessments with relatively low pass rates.

Case Study

Case Study - Brabners LLP, Modernising recruitment

Brabners LLP employs contextual recruitment processes in their approach to hiring, emphasising a commitment to assessing candidates beyond traditional academic metrics.

Within this framework, the firm prioritises academic potential over the specific grades achieved, aligning with a focus on evaluating candidates based on their demonstrated capabilities.

In the assessment phase, Brabners LLP places significance on ‘life experience’ rather than exclusive legal exposure. This inclusive approach allows the firm to comprehensively evaluate a candidate’s skill set, acknowledging that valuable strengths can be gained through various life experiences, not solely within the legal domain.

Operating under a ‘potential’ model, Brabners LLP seeks to identify and appreciate candidates’ inherent strengths, emphasising a forward-looking perspective rather than relying solely on evidence-based experiences. This approach outlines the firm’s commitment to recognising and nurturing potential.

To further ensure fairness and objectivity in their recruitment processes, Brabners LLP provides unconscious bias training to all assessors. By equipping assessors with this training before screening and decisionmaking, the firm actively addresses potential biases, fostering an inclusive and unbiased hiring environment.

This inclusive approach allows the firm to comprehensively evaluate a candidate’s skill set, acknowledging that valuable strengths can be gained through various life experiences, not solely within the legal domain.

2.3.2. Collaborating with Universities

Collaboration with universities and higher education more widely is critical to the legal sector’s opportunity challenge, especially in terms of recruitment. These partnerships often involve a multifaceted approach, designed to engage and guide aspiring legal professionals throughout their academic journey.

Law firms present at the Breaking Down Barriers to Law roundtable workshops offered a number of critical best-practice insights into the recruitment work undergoing, in partnership with higher education.

As well as a number of events held on campuses to engage and inspire students, a number of the firms have established relationships with the University of Law. Law firms actively participate in and sponsor society events, providing support, speakers, and resources to students keenly interested in pursuing legal careers right across higher education.

In support of experiential learning, law firms conduct mock interviews on university campuses. These initiatives not only hone students' legal acumen but also provide invaluable exposure to the dynamics of professional interactions.

Collaborations with university careers advisory services also play a role in disseminating accurate and timely information about legal career opportunities. This partnership ensures that students receive guidance aligned with industry trends, improving their understanding of the evolving legal landscape.

Diversity and inclusion initiatives are central in these partnerships. Law firms actively champion diversity by supporting university initiatives focused on underrepresented groups. Through scholarships, mentorship programmes, and networking opportunities, these partnerships contribute to fostering a more inclusive and representative future for the legal profession.

Law firms also engage with universities’ legal clinics and pro bono programmes. By supporting these initiatives, they provide students with hands-on legal experience while simultaneously delivering valuable services to the community.

Due to financial barriers mentioned above, often engagement in law clinics and pro bono programmes is the only accessible opportunity for some students from disadvantaged backgrounds as it is usually built directly into their course. Mentorship from legal professionals therefore critically helps to support and improve students’ educational journey and establishes a practical foundation for aspiring lawyers.

Case Study Freeths LLP, Graduate Recruitment

Freeths LLP, a national law firm - with offices in Birmingham, Bristol, Derby, Glasgow, Leeds, Leicester, Liverpool, London, Manchester, Milton Keynes, Nottingham, Oxford, and Sheffieldhas transformed its graduate recruitment.

Wanting to make their firm more accessible meant Freeths reaching out beyond the traditional routes into law. Their graduate recruitment team actively target non Russell Group universities, partner with organisations leading on widening participation and they offer alternative routes into law including school leaver and graduate apprenticeships, legal assistant programmes and an early talent pathway. Whilst their outreach activities are popular, Freeths understand that not everyone can attend law fairs or careers events and so they wanted to develop a platform which provided information, guidance and inspiration to all students to support them through the application process.

This lead to the development of their Early Career Platform. Through the platform students complete modules designed to give them the confidence and tools to succeed and activities include videos, interview skills exercises and a chat function connecting applicants with employees. The platform is also used to update applicants about new events or opportunities.

Freeths launched the platform in the summer of 2022 and has seen impressive results in demystifying the recruitment process and giving every graduate applicant a fair chance.

This has contributed to the firm’s already impressive socio economic diversity numbers, with 51% of applicants to their graduate programmes (compared to 36% of the legal progression) having at least one contextualised data flag (a measure of social mobility) and 54% of the firm’s lawyers compared to 27% of those at a top 50 law firm attending a non Russell Group university.

Freeths launched the platform in the summer of 2022 and has seen impressive results in demystifying the recruitment process and giving every graduate applicant a fair chance.

Case Study

Brabners LLP, Engagement with higher education

As part of its comprehensive attraction strategy with higher education, Brabners LLP adopts a proactive approach that extends beyond traditional careers fairs and workshops. The firm’s commitment to diversity and accessibility is evident through various initiatives conducted in collaboration with universities across the sector.

Brabners LPP ensures a broad reach by annually attending university campuses, deliberately selecting a diverse range of institutions beyond the Russell Group. To address the needs of students from lower socio-economic backgrounds, the firm hosts upskilling workshops on specific campuses, aiming to provide valuable resources and support.

The firm’s engagement efforts go beyond conventional methods. Brabners LLP colleagues have guest lectured at the University of Central Lancashire (UCLAN). This lecture showcased Brabners LLP’s construction team and imparted essential negotiation skills beneficial for student assessments.

Collaboration with the Open University involves a mentoring programme designed to provide work experience opportunities for mature students. Brabners also hosts a brunch hosted at the firm’s Lancashire office targeted towards UCLAN students with a focus on those from under-resourced socio-economic backgrounds, creating an inclusive and welcoming environment for a diverse group.

Strategic partnerships with institutions like the University of Bolton exemplify Brabners’ commitment to supporting initiatives that foster inclusivity and accessibility within higher education. The firm further extends its reach by sponsoring events organised by Law Careers. Net, attracting a diverse range of attendees.

Brabners’ ‘Insight Days’ are also strategically designed and underpinned by inclusion, allowing open access without stringent entry criteria.

Additionally, Brabners LLP actively promotes its bursary, collaborating with organisations in Manchester to raise awareness and facilitate access for those in need. Events involving grant recipients provide a platform for sharing stories and networking with individuals at the firm, creating a supportive community for students pursuing legal careers.

Collaboration with the Open University involves a mentoring programme designed to provide work experience opportunities for mature students.

2.3.3. Inclusive Practices

During the roundtable discussions, the bestin-class firms highlighted the effectiveness of inclusive practices in successfully dismantling barriers to opportunity within the sector.

A notable transformation in the recruitment process was emphasised, with firms transitioning towards strength-based and scenario-based questions. This shift aims to provide a more equitable chance for individuals without legal experiences or knowledge, broadening the diversity of potential candidates and eliminating the necessity for a legal background.

Recognising the potential intimidation associated with the recruitment process, some firms are taking proactive steps to alleviate concerns.

They are offering a 10-minute online chat before the process begins, serving as a platform for candidates to seek clarification, gain insights, and receive additional information about the process.

Firms also outlined the success in allowing candidates to ask questions about the process via more relaxed and informal avenues like Facebook, empowering people from all backgrounds who were more likely to engage comfortably. This approach enhances accessibility and ensures a more informed and confident candidate pool.

Firms also displayed a commitment to making reasonable adjustments in the recruitment process. Importantly, these adjustments were described as candidate-led, empowering individuals to shape the process in a manner that accommodates their unique needs and circumstances.

Focusing on psychometric testing, firms highlighted a transition from conventional methods like the Saville and Holdsworth Ltd (SHL) method to more nuanced approaches, reflecting a commitment to continuously refine and optimise the recruitment process to equalise opportunity.

The commitment to inclusive practices extended to the interview stage. Firms across the group are actively employing blind recruitment methods and ensuring diverse interview panels. The very best firms ensure interviewers undergo unconscious bias training, reinforcing a culture of fairness and impartiality in the evaluation of candidates.

Firms also discussed the role job titles and job descriptions can play in inherently excluding potential applicants from under-resourced or underrepresend backgrounds. Leading firms involved in the roundtable workshops offered examples of using broader terms for certain roles, reaching out to individuals without the specific legal knowledge but identifiable transferable skills that ensure they are suitable for the role.

The role of inclusive job descriptions was also noted in relation to demystifying the application and recruitment process more generally. Often individuals do not apply due to traditional notions regarding career breaks or a lack of legal experience - concerned that an AI assessment system will not take into account transferable skills. Firms cited simple disclaimer messages on application forms and the role this can play in attracting a wider group of applicants, particularly more mature individuals.

Case Study

Harbottle & Lewis, Adaptive approaches

Harbottle & Lewis in recent years has up-scaled its graduate recruitment process to ensure it is inclusive and fair to all. The firm recently partnered with Rare, using their contextual recruitment system to help identify exceptional talent from disadvantaged backgrounds and improve social mobility within the firm. In adopting a more consistent and objective approach to selecting candidates, the firm introduced a scoring system at the screening and interview stages. All interviewers are required to undertake interview skills and unconscious bias training.

The firm also removed the abstract reasoning test from its assessment stage as students from more affluent backgrounds are more likely to have experience with and receive coaching on psychometric testing. As a result, Harbottle & Lewis uses a verbal reasoning test, assessing candidates’ ability to understand readings, think constructively, and reach accurate conclusions. Rather than being reviewed in isolation, the candidate’s test result will be considered along with their performance at the interviews and at the assessment centre. The assessment centre is being introduced this year and is designed to be inclusive of those with a non-legal background or without legal experience.

Harbottle & Lewis has also partnered with Aspiring Solicitors - a specialist talent development organisation for aspiring solicitors from underrepresented groups - to support with the diversity of the recruitment process. Aspiring Solicitors provides a number of candidates for the firm to consider, with several culminating in training contract opportunities.

2.3.4. Challenges

Firms participating in the discussions acknowledged several challenges in efforts to equalise recruitment processes as a vehicle for social mobility.

A notable concern raised was the struggle faced by individuals from under-resourced socio-economic backgrounds in passing the Solicitors Qualifying Examination (SQE). This raises questions about the accessibility and inclusivity of the examination process, particularly for those who may not have had the same educational opportunities.

The Solicitors Regulation Authority (SRA), recently published statistics from the July 2023 SQE assessment, and while there had been a slight improvement, only 53% of all candidates were successful4

However, the concerns around the SQE assessment intensify when looking at the results of candidates from under-resourced and underrepresented backgrounds. The pass rates for Black/Black British candidates are still significantly lower than the national average - 29% and 34% for January and July respectively10. The low results persist for candidates from lower socio-economic backgrounds, with those answering ‘No’ to the question as to whether their parents went to university passing at a ten percentage point lower rate than candidates who answered ‘Yes’11.

These statistics are contributing to the widespread concern in the sector and during the roundtable workshops that the SQE assessment is stifling diversity, equity and inclusion across the legal sector. Breaking Down Barriers to Law leading firms taking part in the roundtables affirmed the need for additional support and resource from the SRA in this area, and hope to deepen the focus in this area moving forward.

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11 https://www.barbri.com/blog/sqe/a-dive-into-the-sras-most-recent-sqe-results/

The increased collaboration between the universities and the firms during the workshops and in the ongoing relationship under the Breaking Down Barriers to Law project saw an increase in understanding between universities and firms.

As a result, this led to a discussion on the potential negative impact of the removal of grade requirements in recruitment processes. Firms noted the impact on individuals if unable to pass the required examinations, or simply not having the skills or abilities necessary to succeed once within the role.

The discussions also outlined the need for a shift in the relationship between firms and universities.

Rather than relying solely on recruitment processes, there was a consensus that employers should play a more active role in supporting universities. This includes providing clearer insights into what working in a law firm entails to ensure students are adequately prepared for the demands of the profession.

Firms and universities at the sessions reported students not knowing what the legal sector wanted in candidates, particularly in terms of the rise in contextual recruitment. However, the increased collaboration between the universities and the firms during the workshops and in the ongoing relationship under the Breaking Down Barriers to Law project saw an increase in understanding between universities and firms.

This two-way communication is regarded as essential for fostering a better understanding between universities and law firms, ultimately contributing to more informed and prepared law graduates.

2.4. Progression

Progression is central to cultivating a legal sector that embraces social mobility, diversity, and inclusion at all levels. Law firms prioritising inclusive progression practices actively contribute to creating leadership and decision-making structures that reflect the diverse communities they represent. Diverse leadership fosters innovation, improves decision-making, and contributes to a dynamic organisational culture.

Fair and proactive progression opportunities are a strategic imperative in talent development and retention. Ensuring that individuals from diverse backgrounds have equal opportunities for career advancement not only improves the firm’s internal capabilities but also fosters a workplace culture that values diversity. This, in turn, contributes to higher employee satisfaction, loyalty, wellbeing, and the overall retention of a talented and diverse workforce.

Progression initiatives also contribute to a culture of innovation and adaptability within firms. Actively promoting career advancement for individuals with diverse skills and experiences creates an environment that encourages fresh perspectives, creative problem-solving, and forward-thinking. This innovation helps to position the most socially conscious firms as pioneers in a rapidly changing legal landscape.

Beyond its strategic business implications, progression represents law firms’ active contribution to breaking down internal barriers to opportunity. By ensuring equal opportunities

for career advancement, law firms play a central role in breaking down wider systemic barriers and promoting equity within the sector. This tangible commitment contributes to the creation of a legal community that is more inclusive and representative of the broader society.

2.4.1. Development Programmes

During the roundtable discussions, law firms shared best practice examples in the use of development programmes to effectively break down progression barriers to opportunity.

Firms across the progression workshops shared best-practice details on specific promotion programmes that offer opportunities for staff to find out about the process and what they need to do to be successful. Some firms even time the programmes to fall just before annual appraisals to empower staff to go into meetings fully understanding what they need to show, and what is within reach in terms of their development and how this can be achieved.

Firms also use new training schemes that allow colleagues to jump on and off courses at various points that suits them.

Firms across the roundtables also shared best practice centered around providing funding for the Chartered Institute of Legal Executives (CILEX) programmes. Firms are actively promoting these opportunities on internal information hubs, ensuring that the information reaches a broad audience within the organisation. The goal is to spread awareness about the availability of funding for CILEX qualifications, addressing the issue where individuals often stumble upon such opportunities by chance.

Management and senior-level colleagues are implementing proactive measures to increase development opportunities, providing a pathway for individuals without traditional law degrees through critical programmes like CILEX. Firms are actively underpinning diversity and inclusion initiatives, reaching out to underrepresented groups, and creating supportive environments to encourage a diverse range of individuals to pursue legal careers.

Firms also use new training schemes that allow colleagues to jump on and off courses at various points that suits them. This facilitates and empowers employees from all backgrounds to make the most of development programmes and opportunities without the commitment of a specific allotted time - fitting around their work and personal life balance.

Case Study

Michelmores, Inclusive progression

In pursuit of gender parity across the firm but, critically, at senior-levels, Michelmores recently founded the ‘Women at Michelmores’ initiative.

As a result the firm has witnessed a remarkable shift in gender representation, with partner-level gender parity data moving from 21% to an impressive 49%.

More widely, the firm has undertaken a substantial data collecting agenda as a commitment to transparency across all levels. 50% of colleagues have actively shared the data, with Michelmores hoping to promote similar diversity success across social mobility indicators as it has done against gender parity.

Guided by key criteria at various stages of the promotion process, the firm conducts annual presentations tailored to each role-level. Progression within Michelmores is systematically categorised into four essential areas: strategic, finance, values and behaviours. The firm takes a transparent approach by clearly outlining target markers for advancement in each of these crucial dimensions.

To foster ongoing professional development, the firm engages in regular conversations with colleagues, ensuring a comprehensive discussion every three months, one of which is dedicated explicitly to career development. This structured approach empowers colleagues to actively consider and pursue progression opportunities.

Case Study

Winckworth Sherwood, Valuesbased development

Winckworth Sherwood is a full service national law firm with offices in London, Oxford, and Manchester, providing legal advice across a broad range of sectors and markets.

The firm has taken a values-based approach to internal progression and development. Led by the firm’s senior partner, who is also the head of the firm’s Equality, Diversity and Inclusion network, Winckworth Sherwood has internalised the importance of equality of opportunity at all levels.

Across its new Learning and Development approach, Winckworth Sherwood has inputted a comprehensive Competency Framework for all lawyers as a mandatory business services function. Within the Framework, there is a specific section on how each lawyer and solicitor interacts with the firm’s values, its firm-wide events, and critical community work.

The Competency Framework is used for all internal promotions and progressions, and is critical in building a representative and inclusive development approach at the firm. Since bringing in its new Learning and Development approach, the firm has experienced a number of younger and more diverse colleagues progressing.

Case Study

Freeths LLP, Dynamic pathways

Freeths has implemented a dynamic progression pathway characterised by a structured promotion programme that ensures every individual engages in career conversations facilitated and supported by its Human Resources department.

The firm’s strategic focus extends to measuring and analysing data related to gender, ethnicity, disability, and sexual orientation throughout the progression process. With a commitment to inclusivity, Freeths is actively working to include social mobility data in this comprehensive approach.

The data-driven initiative has facilitated meaningful conversations with management regarding progression, contributing to a holistic and inclusive career development strategy at the firm.

2.4.2. Cultural Shift

In the discussions held at the roundtables, law firms outlined the critical importance of a wider cultural shift in breaking down progression barriers and improving social mobility within the legal sector.

Firms have recognised this, introducing engagement surveys designed as a vehicle for colleagues to share thoughts and work towards a more inclusive and equal firm culture.

A key insight that also emerged was the central role of management skills, especially for underrepresented groups aiming to progress within the industry. The discussions emphasised the necessity for improvement in approach to both people skills and leadership skills across the sector. It was acknowledged that a transformative cultural shift is essential, particularly considering the prevailing tendencies of some managers to hark back to less inclusive times.

This call for a cultural shift reflects a broader understanding that fostering an inclusive and supportive workplace culture is foundational to overcoming progression barriers and boosting social mobility. By addressing management skills and promoting a contemporary and inclusive mindset, law firms are actively contributing to a more equitable and accessible legal profession.

More broadly, a sectoral cultural shift - leading to industry-leading best practice - was highlighted during the workshops. Firms noted the importance of the new SRA requirement in recording specific data on staff related to key characteristics in better understanding workforces of all levels. In some cases, firms outlined powerful diversity and inclusion measures and projects on the back of the firm’s data collection. Those present at the roundtable workshops acknowledged the challenges in collecting this data, taking strategic steps to tackle the issue through information and engagement campaigns to ensure colleages know why they are collecting the data and how it’s used.

Firms also discussed the importance of employee networks and groups related to specific diversity characteristics. This shift which has occurred right across the legal sector in recent years has had a big impact on retention, feelings of belonging, and access and use of progression tools.

Case Study Stevens & Bolton, Social mobility action

Stevens & Bolton, a Surry-based independent law firm with offices in Guildford, is taking action to boost internal progression and development through a focus on social mobility.

Recognising the importance of targeted actions, Stevens & Bolton has formed several action groups - each dedicated to specific objectives. Notably, the firm has recently formed a Social Mobility Action Group, reflecting its commitment to addressing social mobility challenges within the organisation. This strategic move emphasises the firm’s proactive stance in creating an inclusive and equitable workplace environment.

To ensure it is continually improving its social impact initiatives, Stevens & Bolton also conducts a comprehensive staff engagement survey, a longstanding scheme spanning five years. In addition, the firm has recently established a staff consultation forum that convenes quarterly. This forum includes representatives from various segments of the firm and has significantly contributed to fostering a positive and supportive organisational culture.

The firm has taken a proactive approach to progression through a wider cultural shift at all levels of the organisation.

Case Study

JMW Solicitors, Flexible approaches

JMW Solicitors is actively exploring the role of flexible working arrangements in supporting colleagues, to sustain their careers within the legal profession.

Demonstrating a commitment to inclusivity, the firm embraces flexibility and aims to be accommodating to the diverse life circumstances of all parents and individuals. This stance is particularly crucial for broader retention efforts - especially for those facing challenges related to childcare resources.

A notable example from within JMW Solicitors exemplifies this commitment. A Personal Assistant at JMW Solicitors had to take a four-month sabbatical to care for her elderly father. The firm, displaying a supportive and understanding approach, fully endorsed this decision. The PA is set to return in January, expressing delight at the firm’s support during her period of absence. This case outlines the firm’s dedication to fostering an inclusive and flexible working environment that addresses the diverse needs of its employees.

Case Study

Brachers, A proactive cultural shift

Brachers is a South-East-based firmwith offices in Maidstone and Canterbury - offering a full range of legal services, with specialties in debt recovery, agriculture, and healthcare.

The firm has taken a proactive approach to progression through a wider cultural shift at all levels of the organisation.

Brachers offers a Social Fund for all young new starters who are joining the firm at different levels. The Fund is used for team building events where new employees are encouraged to go out together, creating a peer support group. This has helped with engagement at younger more entry-level roles across the firm.

It has also set up a Business Development Networking Group with a local accountancy firm and a local bank where Brachers encourages employees under the age of thirty to network with employees from other organisations, encouraging work referrals and relationships across sectors at an early career stage.

2.4.3. Mentorship

In the Breaking Down Barriers to Law roundtable discussions, leading firms highlighted the crucial role mentorship plays in progression and boosting internal social mobility.

Mentorship was noted as being central in ensuring inclusive progression within law firms by providing personalised guidance and support for individuals from diverse backgrounds.

Through mentorship, colleagues from underrepresented and under-resourced backgrounds gain valuable insights into the legal landscape, develop essential skills, and build confidence in their professional abilities.

Mentors can also play a key role in facilitating networking opportunities and advocating for their mentees, breaking down barriers to opportunity and internal recognition. Firms also noted mentorship programmes and their wider contributions to a more inclusive organisational culture by helping mentees navigate the firm's dynamics.

Mentorship was noted as being central in ensuring inclusive progression within law firms by providing personalised guidance and support for individuals from diverse backgrounds.

Case Study

JMW Solicitors, Cultivating success

JMW Solicitors has established a robust mentoring scheme that has gained widespread adoption within the firm. Recognising the diverse skillsets of its workforce, the scheme aims to foster professional development and mentorship across different roles.

To further increase its retention and progression approach, JMW Solicitors has recently introduced ‘The Hub,’ a networking forum designed to facilitate collaboration among junior staff members. This platform enables them to discuss challenges, share insights, and identify potential development opportunities. Additionally, the firm is proactively planning events that bring together professionals from various sectors in the regions where they operate. This strategic networking initiative aims to create opportunities for career progression and development, providing a platform for professionals to connect and generate fruitful prospects.

Despite being in its early stages, ‘The Hub’ has garnered a remarkable 70% uptake across multiple locations.

Case Study

Freeths LLP, Tailored mentoring

Freeths has implemented a dynamic mentoring programme, empowering employees to actively choose mentors from specific groups that align with their backgrounds.

Acknowledging the diversity within its workforce, the firm recognises the importance of offering personalised mentorship experiences. While the size of the firm currently poses a challenge to providing dedicated programmes for each protected characteristic - questions around intersectionality and the option to be matched with a mentor with similar lived experiences or protected characteristics is part of the mentoring matching process. In the 2023 mentoring cohort, 50% of mentees were matched on this basis.

In a bid to further its social mobility initiatives, Freeths established a national-level social mobility network in 2023. This network is championing change both within the firm and across the legal sector and given the positive impact of mentoring they are focussing on expanding their external mentoring programmes and how they can support and inspire future generations of lawyers. By tailoring their efforts to address local challenges faced by individuals, Freeths aims to create a more impactful and nuanced support system for social mobility.

Acknowledging the diversity within its workforce, the firm recognises the importance of offering personalised mentorship experiences.

2.4.4. Challenges

Law firms participating in the Breaking Down Barriers to Law roundtable discussions addressed a number of challenges encountered in their efforts to dismantle progression barriers inherent to the sector.

A prominent concern across the discussions was the struggle with data. Firms acknowledged difficulties in effectively gathering and utilising data, emphasised the need for improved data management strategies to inform and tailor their approaches to ensuring inclusive progression.

Across the workshops the importance of data was recognised as being critical to breaking down barriers, especially in terms of progression. Firms were in agreement that what gets measured gets done, and many took strategic measures on the back of data collection programmes.

A consistent diversity gap within leadership teams also emerged as a challenge. Despite efforts to promote inclusivity, leadership team diversity across the sector diversity lags behind the broader firms, indicating a persistent hurdle in achieving representative leadership at the highest levels of the industry. Firms across the roundtable workshops noted the need for comprehensive internal initiatives to be set and led from top-level leadership teams.

More widely, firms reported challenges including the equal sharing of workload across colleagues. Many solicitors’ and employees’ experience within a certain field or with a particular client means they are inherently better suited to a piece of work. However, this can also lead to barriers for less experienced colleagues in access to critical work and experience that can help them progress.

The discussions also brought attention to a collective call for an increased emphasis on people skills across the legal industry. Acknowledging the significance of interpersonal and leadership skills alongside technical competencies, firms recognised the necessity for a more holistic talent development approach to foster inclusive progression. Tools such as a Behavioral Matrix, Thrive, and Aon were highlighted, reflecting a growing awareness of the need for structured methodologies in talent assessment.

A significant initiative that garnered attention was the firms' intention to implement a new Applicant Tracking System (ATS), with a specific focus on 'Applied' - a system designed with diversity and inclusion at its core. The system's capability to eliminate order bias - a factor impacting around 5% of hiring decisions - was particularly emphasised. By addressing bias related to the order of applications, the sector can establish a more equitable and unbiased recruitment process.

Recommendations

Based on the roundtable workshops, This is Purpose has put together strategic recommendations for the firms to take forward. Using their already established sector-leading best practice, Purpose Coalition university member insights, and the highlighted challenges - the recommendations below are designed to be achievable while effecting maximum impact.

As the project moves into its next critical phase, firms have committed to applying these recommendations to make progress collaboratively in Breaking Down Barriers to Law and spreading opportunities.

The Purpose Coalition, made up of leading businesses, NHS Trusts, councils and universities committed to improving social mobility for their colleagues, customers and communities came together to produce the Purpose Goals, a practical framework for organisations to break down barriers to opportunity. The Purpose Goals are now the leading architecture for truly purpose-led organisations who are committed to actions rather than just words. Organisations use the Purpose Goals architecture to clearly articulate their purpose, which is now setting the global standard on the social aspect of ESG, ensuring they are delivering on the priorities of their colleagues, customers and communities

and focused on key issues such as opportunity, progression and the cost of living. As the Financial Reporting Council emphasises, companies should regularly review and reassess their purpose, to ensure that it remains relevant and meaningful over time as well as communicating it effectively to all stakeholders. The Goals have been adopted by organisations such as Amazon, Leonardo, UK Power Networks, bp, the Co-op Group, Sodexo, Pennon Group, Channel 4, The Adecco Group, the BBC, NHS Trusts, UK councils and UK universities amongst others. The architecture is chaired by the Rt Hon Justine Greening, the UK’s former Secretary of State for Education, Transport and International Development; the architecture is supported Rt Hon Anne Milton, former Minister for Apprenticeships and a Minister in the Department for Health and Social Care, Lord Walney, former Labour Member of Parliament for Barrow and Furness, and Nick Forbes CBE, former member of Keir Starmer’s Shadow Cabinet.

The network of local secondary schools and colleges in social mobility cold spots should be used to offer opportunities within the firm.

Outreach

Short term:

• Law firms should establish links with a network of universities, schools and colleges in social mobility cold spots to conduct outreach initiatives. This should include work focussed around ‘Goal 4: Helping to provide access to the right advice and experiences at the right time’ to unlock opportunity throughout a person’s life, such as contributing to careers days and more widely offering insights into the legal profession. For maximum impact, outreach initiatives should be tailored for the attainment level of each age group and where possible, should aim to include firm representatives from diverse backgrounds to support visibility.

• Law firms should develop and conduct outreach initiatives aimed at mature individuals and those returning to the workplace, emphasising the importance of life experience and transferable skills. This should include working with a network of universities to develop strategies that successfully engage with mature individuals.

Long term:

• Law firms should formulate a comprehensive social impact outreach programme, focused

on engagement with primary and secondary schools in regional offices. They should ensure buy-in across the firm by encouraging partners to undertake a certain number of outreach activities per year. Additionally, to encourage and facilitate engagement with outreach programmes widely within the firm, firms could consider including engagement in outreach activities within colleagues’ yearly workloading or alternatively, adding this as a factor considered when awarding bonuses and/or progression opportunities.

• The network of local secondary schools and colleges in social mobility cold spots should be used to offer opportunities within the firm. This should include work centred on ‘Goal 3: Positive destinations Post 16+’ ensuring high quality routes into employment or training. Firms should work together to share insights with the schools, careers advisors and parents as well as students directly through new creative channels.

• Law firms should develop a collective multi-channel social media campaign focusing on demystifying the legal sector, the different routes to qualify and educating on the importance of transferable skills.

This process should ensure an inclusive application process for all access opportunities, including work experience, and should communicate a specific policy in terms of referrals from clients’ and colleagues’ children.

Access

Short term:

• Law firms should ensure that access opportunities have a focus on equipping participants with the necessary professional skills to succeed, including softer skills such as timekeeping alongside confidence building training.

• Firms should also explore developing a process for an application stream from underrepresented groups. The best applicants are likely to succeed and gain work experience opportunities at other firms, however in terms of boosting social impact and breaking down barriers to opportunity, picking the applicants most in need adds comprehensive value.

• Working with their network of schools and colleges, law firms should develop a collective bank of safeguarding resources to facilitate access opportunities early within the talent pipeline.

Long term:

• Law firms should work to put in place a specific work experience application

process and policy to explain how work experience is offered. As part of this work, the application processes for all access opportunities should be transparent and information regarding the process should be easily accessible. This process should be developed collaboratively with other law firms, so that potential applicants who may have other time pressures are not inadvertently discriminated against.

• This process should ensure an inclusive application process for all access opportunities, including work experience, and should communicate a specific policy in terms of referrals from clients’ and colleagues’ children.

• In addition to continuing to remunerate individuals engaging in work experience opportunities, firms should establish a ‘Breaking Down Barriers Fund’ that will fund work experience opportunities for candidates from underrepresented groups and under-resourced backgrounds. Firms should strategically target these in areas of most need through their network of secondary schools, colleges and universities.

Recruitment

Short term:

• With the changes to recruitment processes as well as the range of different routes into the sector, each firm should be clear and transparent in their own processes and what they value as a firm. Academic ability, experience, potential, values, and behaviours should be equally valued by firms and should be communicated as such.

• Working with their network of universities in social mobility cold sports, firms should provide additional SQE support for students from under-resourced or underrepresented backgrounds. Students and candidates taking the SQE qualifications are performing disproportionately in relation to their backgrounds. This should involve guest lectures in higher education institutions, specifically targeting those identified as from lower socioeconomic backgrounds.

• Law firms should use their network of colleges and universities in social mobility cold spots to form long-lasting relationships, facilitate two-way communication and to provide clear insights into the recruitment process and what working at a law firm really entails. This should include explaining benefits such as flexible working opportunities but also the need to work within set deadlines to ensure students are adequately prepared for a role in the sector.

Long term:

• Internally, firms should offer additional SQE support courses and resources for apprentices, trainees and paralegals. This should inform on the specifics of the SQE process, including the required knowledge and skills to pass the assessment and be targeted strategically towards those in most need.

• Law firms should consider developing a unified recruitment process across participating firms to improve accessibility and encourage applicants from lowsocioeconomic backgrounds. As part of this process, firms should incorporate codevelopment by engaging with a panel of students from universities and colleges within the network to review the process and provide valuable feedback.

• Law firms should set an annual socio-economic target for recruitment and work towards meeting this target. Firms should commit to collecting and measuring socio-economic data at the recruitment stage and transparently reporting this data. To support the collection of data, firms should provide information to applicants explaining why this information is needed and how it will be used to boost social mobility.

Law firms should consider developing a unified recruitment process across participating firms to improve accessibility and encourage applicants from low-socioeconomic backgrounds.

Law firms should commit to providing colleagues with information regarding progression opportunities within the firm annually, ensuring the criteria of progression opportunities are clearly outlined and tangible steps to achieve career advancement are provided.

Progression

Short term:

• Law firms should commit to collecting, tracking and reporting socio-economic data at all levels of seniority to ensure progression is done fairly. Measuring and reporting socio-economic data will allow firms to measure the impact of initiatives, develop Key Performance Indicators and ensure resources are used efficiently to achieve maximum impact. To support the collection of data, firms should develop a strategy to increase colleagues’ awareness of data measurement, the importance of this data and how it benefits not only colleagues but the business as a whole.

• Law firms should ensure that, when appointing candidates to managerial positions, legal skills are not the only metric valued, and they should consider the possibility of looking for strong managerial candidates outside of their legal teams.

• They should ensure that colleagues in managerial positions should have the required interpersonal and leadership skills to engage in positive discussions regarding career development and should be able to actively

support inclusive progression and provide training where development is needed.

• Law firms should commit to providing colleagues with information regarding progression opportunities within the firm annually, ensuring the criteria of progression opportunities are clearly outlined and tangible steps to achieve career advancement are provided.

Long term:

• Firms should explore - in progression conversations - taking into account affinity with firm values and social mobility agenda as well as the traditional areas of assessment. Where possible firms should align values with the Purpose Goals, similar to how many organisations look to align their ESG efforts with the UN’s Sustainable Development Goals.

• Appoint a ‘Breaking Down Barriers Champion’ within the firm’s senior leadership team and establish social mobility colleague networks.

• Firms should include representation from colleagues from low socio-economic backgrounds within professional development programmes and related materials.

Next Phase

As this first phase of Breaking Down Barriers to Law has demonstrated, the UK’s leading law firms are increasingly focusing on making a real and genuine impact for their clients, colleagues and communities.

The next phase of the Breaking Down Barriers to Law Taskforce will look to continue the work of the group in working together to scale up impact and progress. This is Purpose will convene regular sessions of knowledge sharing between member law firms to track progress, share challenges, successes and learnings.

This is Purpose also will bring member firms together with companies across all industries in the wider Purpose Coalition, and strategically link member firms with the nearest member universities in their regions. This will help create meaningful partnerships to scale-up impact.

Working together as a Taskforce, member firms will contribute to thought leadership that shapes the wider agenda on social impact and social mobility, proactively leading critical wider advocacy and policy programmes. This could include inputting into policy pamphlets such as SQE reforms by the SRA to boost social mobility and diversity; to wider Westminster-related thought leadership.

This is Purpose will also support member firms with the implementation of the recommendations in this report, including practical assistance and advice, as well as strategic direction on measurement and reporting of social impact and social mobility.

Having successfully completed the focus on ‘Scope 1: Colleagues and Opportunities’ the next phase of the programme will focus on ‘Scope 2: Supply Chain’ and ‘Scope 3: Community Impact.’ A focus on all three scopes is crucial to generating end-to-end social impact and being a meaningful force for good as a firm.

The next phase of the Breaking Down Barriers to Law Taskforce will look to continue the work of the group in working together to scale up impact and progress.