Legal Talent Retention: What Law Firms Need to Get Right

people2people WA Managing Director Kim Padmore recently spoke with Rachael Britton, Chief People Officer at McCabes Lawyers, about the people strategies shaping the future of the legal profession.

Rachael was recently named HR Thought Leader of the Year at the 2026 HR Leader HR Innovation Awards, recognising her leadership and contribution to workplace innovation. In this discussion, she shares her perspective on attracting and retaining legal talent, building a strong employer brand, improving engagement and aligning people strategy with broader business goals.

What's the biggest misconception law firm leaders have about attracting and retaining great lawyers today?

 “I think one of the biggest misconceptions is that retention is primarily about pay.

Of course, remuneration matters, and it always will, but it's rarely the sole reason people stay. The lawyers we see thriving today are looking for good work, strong leadership, genuine development opportunities, and a culture where they feel valued.

The firms that are doing this well understand that retention isn't driven by one annual conversation about salary. It's the result of the experience people have every day.

Do they see a future for themselves? Do they have access to quality leaders? Do they feel connected to the firm and its purpose?

At McCabes, we've focused on creating an environment where people can build long-term careers, and I think that's become a real differentiator for us.”

What are managing partners still getting wrong about people strategy?

“I still see people strategy treated as something that sits alongside the business strategy rather than being part of it.

The reality is that your people strategy influences everything, from client service and productivity through to growth and profitability.

The firms that will be successful over the long term are the ones that recognise that culture, leadership, and talent are not HR initiatives. They're business priorities.

At McCabes, we've been very deliberate about aligning our people initiatives with the firm's broader strategic objectives. Whether it's leadership development, succession planning, attracting emerging talent or improving diversity outcomes, the focus has always been on building capability that supports the future growth of the business.”

Having McCabes recognised as an Employer of Choice, what does a genuinely strong employer brand look like?

“For me, a strong employer brand isn't what you say about yourself. It's what your people say about working for you when you're not in the room.

Being recognised as an Employer of Choice is a wonderful achievement for our firm, but what I'm most proud of is that it reflects the experience our people are actually having.

A strong employer brand isn't built through a recruitment campaign or a careers page. It's built through trust, leadership, opportunity, and consistency. It's making sure the experience employees have aligns with the promises you're making externally.

When people are willing to recommend the firm, participate in its growth and build long term careers with you, that's when you know your employer brand is strong.”

“I've always believed that great firms are built by great people."

- Rachael Britton, McCabes Lawyers

Which initiatives have delivered the biggest impact on engagement?

 “The initiatives that have had the biggest impact for us have been the ones that focus on connection, development, and creating opportunities for people to build relationships across our firm.

We've invested significantly in leadership development through initiatives such as our Leadership Pods and our in-house mentoring programs. Those programs give people the opportunity to learn from each other, share experiences and continue building their leadership capability.

We've also focused on creating regular opportunities for people to connect. In a busy law firm environment, it's easy for everyone to get caught up in client work, so we've deliberately created spaces for people to come together. Whether it's Free Coffee Fridays, Treat Yourself Tuesdays, Bike and Blend or other engagement activities throughout the year, the goal is simple, to give people an opportunity to connect with colleagues outside of their immediate teams.

Another area I'm particularly passionate about is our investment in emerging talent. Our graduate and trainee programs give participants the opportunity to rotate across different practice groups, develop their networks and gain a much broader understanding of our firm. It's a great way to support development while also helping people feel connected to the business from day one.

For me, engagement isn't driven by a single initiative. It's built through a series of experiences that help people feel connected, supported and invested in their future.”

 How has your leadership style changed over time?

 “Earlier in my career, I probably spent too much time trying to solve every problem myself. As I've become more experienced, I've realised leadership isn't about having all the answers. It's about creating an environment where other people can succeed.

Today, I spend more time listening, coaching, and helping others navigate challenges rather than stepping in with the solution straight away. I've also become much more conscious of the importance of influence and relationships when driving change.

The other thing I've learned is that the best decisions balance commercial outcomes with people outcomes. It doesn't have to be one or the other. In fact, the strongest firms are usually the ones that do both well.”

What's your prediction for the legal workforce over the next three years?

Technology and AI will continue to reshape the legal profession, but I don't believe the future is about replacing lawyers.

I think it's about allowing lawyers to spend more time on the work that truly adds value, strategic thinking, problem solving, relationship management and advising clients through complex issues.

At the same time, workforce expectations will continue to evolve. People will expect flexibility, meaningful development opportunities and leaders who invest in their growth.

The firms that succeed will be those that embrace innovation while continuing to invest in culture and leadership. Technology will absolutely change how we work, but people will remain the biggest driver of a firm's success.”

Closing Comment

“I've always believed that great firms are built by great people.

At McCabes, we've worked hard to create an environment where people can do meaningful work, continue to grow and build rewarding careers. Being recognised as an Employer of Choice is a fantastic milestone, but for me the real measure of success is seeing talented people choose to join us, choose to stay with us and choose to thrive with us.”

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