How reputation impacts lateral recruitment and retention – LexisNexis
Reputation plays a decisive role in how large law firms attract lateral talent and whether those lawyers choose to stay. In a transparent, highly networked market, reputational signals shape recruitment outcomes long before formal discussions begin.
For large national and global firms, reputation risk management is no longer confined to client perception or crisis response. It now sits at the centre of legal recruitment strategies, influencing lateral movement, retention, and long-term firm stability.
Reputation as a recruitment filter in the lateral market
In lateral hiring, reputation often acts as a gatekeeper. Senior lawyers assess firms based not only on financial performance or client lists, but on leadership credibility, cultural alignment and operational maturity. Law firm reputation management therefore determines which firms are even considered by high-calibre lateral candidates.
Reputation and lateral hiring are closely intertwined because lateral moves carry personal and professional risk. A firm perceived as poorly led, culturally fragmented or strategically unclear introduces uncertainty that many candidates will avoid. LexisNexis research on the leadership gap in law firms highlights how inconsistent leadership and lack of direction undermine confidence across firms. For laterals, these weaknesses often signal integration challenges and limited long-term opportunity.
Enhancing law firm reputation starts with visible leadership alignment. Firms that communicate strategy clearly and demonstrate consistent decision-making are better positioned to attract laterals who are seeking stability as well as growth.
Wellbeing and culture as reputational capital
Reputation risk management increasingly includes how firms are perceived as employers. Culture, wellbeing and psychological safety are no longer internal concerns alone. They are now widely discussed in the market and influence lateral recruitment directly.
LawCare’s Life in the Law research shows that nearly 60% of legal professionals report poor mental wellbeing, with more than half expecting to leave their role within five years. These findings are well known within the profession and significantly shape how firms are viewed. A reputation for unmanaged workloads, burnout or limited support creates a barrier to both attraction and retention.
Reputation management in law firms therefore depends on whether wellbeing commitments are experienced in practice. Laterals are particularly sensitive during their first 12 to 24 months, when lack of support or connection often leads to early exits. LawCare’s research on loneliness reinforces that firms with inclusive, people-centred cultures gain a reputational advantage in both recruitment and retention.
Client service reputation and professional credibility
A firm’s reputation for client service plays an important but often underestimated role in lateral hiring decisions. Senior lawyers consider how association with a firm will affect their own professional standing.
The Legal Ombudsman’s complaints data and insights provide a visible marker of service quality and complaint handling across the sector. While not a recruitment dataset, this information contributes to market perception. Firms known for low complaint volumes and effective resolution signal professionalism, ethical behaviour and internal discipline.
From a reputation risk management strategy perspective, poor client service outcomes introduce both brand and social media reputation risk. LexisNexis research on innovating the client experience demonstrates that firms investing in consistency, responsiveness and process improvement not only improve client outcomes but also strengthen internal engagement. These factors support retention by reducing friction, rework and pressure on teams.
Employment practices and internal dispute handling
Reputation risk management policy also extends to how firms manage employment issues and internal disputes. Acas reporting on increased demand for dispute resolution highlights growing sensitivity around fair treatment, early intervention and constructive conflict management.
For lateral candidates, a firm’s reputation for handling internal issues matters as much as its external brand. Firms perceived as adversarial or slow to resolve internal disputes often struggle with retention once initial expectations meet reality. By contrast, firms known for transparent policies and early resolution are viewed as stable and professionally managed environments.
This reputational dimension is particularly relevant in large firms, where complexity and scale can amplify conflict if governance frameworks are unclear or inconsistently applied.
Managing reputation risk across the talent lifecycle
Effective reputation risk management in large law firms requires coordination across leadership, HR, risk, and client service teams. Reputation is shaped by daily operational decisions, not just public messaging.
Practical measures include regular wellbeing assessments, clear complaint-handling frameworks, leadership development and investment in technology that supports collaboration and efficiency. Tools that enable lawyers to work confidently and consistently help reduce stress and reinforce positive reputational signals.
Solutions such as Lexis+ Legal Research provide fast and comprehensive access to authoritative legal content, supporting quality and reducing rework. Lexis+ Practical Guidance helps firms work faster and smarter across multiple practice areas, supporting sustainable performance. Lexis+ AI enables trusted generative legal AI that allows lawyers to add more value in less time, strengthening both client outcomes and internal satisfaction.
Ultimately, enhancing law firm reputation is not about optics. It is about alignment between leadership intent, cultural reality and operational delivery. Firms that embed reputation risk management into their talent strategy will be better positioned to attract high-quality lateral hires and retain them in an increasingly transparent and competitive market.
