By Steve Fretzin & Charles Gillis
How Law Firms Can Win the Talent War
In today’s competitive legal landscape, finding, hiring, and retaining top talent is one of the most pressing challenges law firms face. It’s something I hear constantly from managing partners—particularly when it comes to associates. These partners are doing work that should be delegated, like running to court for minor cases, all because they’re short-staffed. That’s where the frustration sets in, and that’s why I invited Charles Gillis, Executive Director of a successful law firm, back onto the show to talk about his strategies for building and maintaining a thriving legal team.
Charles has a unique perspective, having spent over 30 years in the legal field. His journey started back in 1991 as a courthouse runner, making $5 an hour. But even then, Charles was surrounded by brilliant legal minds, which set him on a path toward leadership in the legal space. His experience in nearly every law firm role—from accounting to marketing—allowed him to gain a comprehensive view of law firm operations. Over time, this background gave him a deep understanding of how to manage a law firm effectively, including the hiring and retention processes.
When we think about what it takes to build a successful firm, one of the first things that comes to mind is talent. As Charles pointed out, law firms rely on associates for profitability. Without them, partners are left doing all the work themselves, which not only stifles business development but also limits the firm’s growth potential. Associates are critical because they allow firms to leverage their time—partners can work with more clients, bringing in more revenue and increasing their overall earning potential.
Yet, finding associates today has become increasingly difficult, partly due to the lingering effects of COVID-19. The pandemic disrupted the traditional ways associates entered the workforce, creating a gap in training and connection. Many associates who began their careers in a virtual environment missed out on critical networking opportunities, which has led to a disconnect in their professional development.
Another factor complicating the associate market is the generational shift in priorities. Today’s associates are not necessarily looking to climb the traditional partnership ladder at all costs. Unlike 20 years ago, when making partner was the ultimate goal for most young lawyers, many are now more interested in work-life balance and long-term career sustainability. They’ve seen the toll that relentless work hours and stress can take on mental health, and they’re opting for a marathon approach to their careers rather than sprinting toward partnership. Charles highlighted that while partnership might not be the endgame for everyone, it’s still important for associates to think long-term about their career trajectory, as the decisions they make in the first seven or eight years can lay the foundation for the rest of their professional lives.
One of the most interesting takeaways from my conversation with Charles was how law firms can compete for talent without relying on expensive recruiters. Many smaller firms balk at the idea of paying 20-25% in recruiter fees to hire new talent. However, Charles shared some invaluable tips for firms that want to take a more proactive approach to hiring. His firm, for instance, only used a recruiter once last year out of 17 hires. The secret? Community involvement and internal referrals.
Charles emphasized the importance of being connected to the legal community. Whether through voluntary bar associations, mentoring programs, or simply networking within your local market, being visible and engaged creates a reputation that naturally attracts talent. His firm doesn’t even have a formal clerkship program, yet they consistently draw high-quality law students and young lawyers because they’ve built a reputation as a place where people want to work. Additionally, getting current attorneys involved in the hiring process can be a game changer. Associates who are aligned with the firm’s values can often recommend stellar candidates from their own networks—candidates who might not have been on the firm’s radar otherwise.
Another key point Charles made was about culture. While large firms might have bigger paychecks to offer, smaller firms can attract top talent by promoting a strong, inclusive culture. At Charles’ firm, there’s no hierarchy—partners, associates, and staff are treated with the same respect. This kind of environment appeals to today’s associates, who are increasingly looking for workplaces that align with their personal values, even if it means a slower path to wealth.
In terms of retention, Charles was clear: the key to profitability isn’t just about hiring the right people—it’s about keeping them. Firms that throw money at new hires without offering the right culture or support are more likely to see high turnover rates. To combat this, his firm fosters an entrepreneurial spirit, encouraging lawyers at all levels to pursue side ventures and business ideas. This flexibility not only helps retain talent but also cultivates a sense of loyalty and satisfaction within the firm.
Ultimately, what I took away from my conversation with Charles is that building a thriving law firm isn’t just about finding the best talent—it’s about creating an environment where that talent can flourish. Whether it’s offering work-life balance, fostering a supportive culture, or simply staying connected to the legal community, the firms that will succeed are the ones that understand what today’s associates value most.
For more information about taking your law practice to the next level, please email me directly at [email protected].
Steve Fretzin, an expert at legal business development, is the author of four books regarding the topic and is the host of the Be That Lawyer podcast. He has helped hundreds of attorneys across the world dramatically grow their book of business while living a well-balanced life. He can be reached at [email protected].