In the latest In-House Matters webinar, Lawcadia’s Co-Founder and Chief Marketing Officer, Sacha Kirk, spoke with Angela Grant, Managing Director at Day One Recruitment, about the evolving legal recruitment market, what motivates in-house lawyers, and how General Counsel can attract and retain top performers.
Drawing on years of experience advising corporate legal teams across Australia, Angela shared practical insights into what legal professionals value most, where employers can go wrong, and the strategies that help teams thrive.
Start with insight
Understanding what motivates today’s legal professionals is the foundation of any successful talent strategy.
“Flexibility is still a huge priority,” Angela outlined.
For some, hybrid working is a non-negotiable, especially when candidates have been working that way for years, and they realise they’re getting so much done.
But flexibility is not the only factor shaping decisions.
“A lot of lawyers are looking for meaningful work,” she said. “That doesn’t mean everyone wants to go and join a not-for-profit. It means they want to engage with a business… and they can see what impact they can make in that business.”
Sacha observed that even in industries not known for glamour, such as government or infrastructure, there are strong opportunities to highlight purpose and impact when communicating the team’s contribution to the organisation.
Define the value
To attract and retain talent, leaders need to articulate what makes their legal team distinctive and provide a clear, consistent value proposition.
“What the legal leaders should be doing is looking at their legal team and finding out what their unique offering is… have they used the best tech stack… are they well organised and high functioning with technology… do they offer secondments across the business?”
She encouraged General Counsel to think strategically about messaging.
“Find out what uniquely is special to your legal team. And then the next step is consistently selling that message… from the time when you are doing your job ad through to the interviews through to onboarding and then through that lifestyle of that team member.”
Angela also advised legal leaders to be particularly conscious of aligning what they say with what they do.
“Lawyers do have those ‘spidey’ senses that they seem to have alarms go off when they spot inconsistency or when something isn’t as genuine.”
Raise visibility
Visibility and authentic leadership can make a measurable difference when attracting new talent.
“Don’t underestimate your profile on LinkedIn,” Angela said. “Being very visible as a leader and sharing your team wins and promoting yourself… and your team.”
She described how public recognition can inspire interest from future candidates.
When someone posts about a great transaction or commends their team, it sends a strong message about culture. Leaders who genuinely value their teams are noticed by others.
Sacha suggested, “Nominate team members for awards. It shows that you’re recognising people within the team and also elevating them.”
Onboard with purpose
Recruiting the right person is only half the challenge. Retention begins immediately, and the first months set expectations and momentum.
“The first 90 days are critical,” Angela emphasised. “It’s when that new team member builds that perception of the business and what the future holds for them.”
She recommended a structured plan with clear expectations and regular check-ins.
“Have a really structured onboarding plan,” she said. “Set clear KPIs… clear expectations of the role… the values… and the broader business goals.”
Angela also recommended that spending time with internal stakeholders be a key part of the onboarding process, whether through coffee meetings or spending a day with specific departments.
“That socialisation will really give dividends and make that person feel included and give them more clarity on the bigger picture as well.”
Regular check-ins and simple gestures matter too.
“Give them a call out of the blue or write them a note,” Angela said.
She also encourages legal team leaders to celebrate the new starters’ early wins, “If you’re celebrating some wins you’re uplifting the confidence of the new team member.”
Invest in growth
Ongoing development opportunities are essential to keeping in-house lawyers motivated and engaged.
“Career development is very necessary,” Angela said. She encourages legal leaders to give people stretch assignments, secondments, and to establish formal leadership pathways.
She also emphasised the power of mentoring and culture.
“People stay for people,” she noted. “When they like their boss, they like their team, when they feel valued…that is the glue that keeps them in the role. If they’re happy in the role, they’re probably performing well in the role as well.”
Collaborate for success
Effective talent management does not happen in isolation. Collaboration across business functions strengthens both recruitment and retention outcomes.
“Lean on HR,” Angela recommended, as they can help define roles, create job specifications, benchmark against the market, and ensure expectations are realistic.
Close alignment with finance is also critical.
“Legal leaders would be across headcount goals and the budgeting constraints,” she said. “That relationship [with the finance team] is very important.”
According to Angela, connecting legal objectives to broader business goals is important for the legal team’s success.
Lessons for In-House Leaders
Angela’s insights highlight that attracting and retaining talent requires a deliberate and sustained approach built on clarity, culture, and consistent leadership. For General Counsel and legal team leaders, key lessons include:
- Lead with understanding: Know what your people value and design roles that align with flexibility, purpose, and progression.
- Be clear and consistent: Communicate your team’s unique value proposition authentically across every stage of the employment journey.
- Prioritise onboarding: The first 90 days shape perception and engagement. Make them structured, social, and supportive.
- Champion growth: Encourage mentoring, development, and provide recognition to build confidence and career momentum.
- Build cross-functional partnerships: Collaborate with HR, finance, and the business to align hiring, retention, and strategic goals.
Watch the full conversation with Angela Grant in this episode of In-House Matters by Lawcadia.