Laurence Simons has long understood the value of enriching engagement with our hiring managers and their colleagues in talent acquisition (TA) and human resources (HR). Companies across the world are in a period of evolution in response to shifting regulatory frameworks, technological advancements, and workforce expectations.
Talent is the differentiator that can make a critical impact for companies – and in our world of legal and compliance professionals, we frequently hear from lawyers about how their careers can be enriched by development, learning, and progress. Talent Acquisition (TA) and Human Resources (HR) teams must redefine how they engage with in-house legal professionals.
The legal function is no longer merely a compliance safeguard; it plays a strategic role in risk management, governance, and business operations. However, attracting, retaining, and ensuring career progression for in-house lawyers presents unique challenges in 2025.
This article examines the critical challenges TA and HR teams face in managing workforce expectations from in-house legal teams, offering interdisciplinary insights and strategic solutions to foster career growth, market competitiveness, and organisational alignment.
The Growing Market for In-House Legal Professionals
The global legal market is undergoing significant transformation. Recent data indicates the global legal services market was valued at approximately $900 billion in 2023 and is projected to grow steadily, driven by demand for in-house legal teams in sectors like technology, healthcare, and finance. According to industry reports, the in-house legal sector is expanding as companies increasingly internalise legal functions to reduce costs, enhance control, and improve responsiveness to business needs. The demand for specialists in areas like data privacy, ESG compliance, and corporate governance has surged, creating a highly competitive hiring environment.
Legal roles are diversifying beyond traditional paths. In addition to the traditional corporate counsel positions, legal professionals now explore roles in compliance, risk management, data privacy, and legal operations, where they apply their skills in advisory, strategic, and operational contexts. Corporate legal departments now seek professionals who can integrate legal advice with business strategy, risk management, and operational insights, as well as human skills (EQ; leadership and culture). This trend is particularly pronounced in technology, healthcare, and financial services, where regulatory complexity requires legal teams to be deeply embedded within core business functions.
Key Challenges in Managing In-House Legal Talent
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Evolving Expectations for Career Development Legal professionals increasingly seek diverse career pathways, specialisation opportunities, and leadership roles within organisations. Traditional legal career trajectories must adapt to these evolving expectations. Lawyers can explore roles beyond legal and compliance, such as operations, risk management, and strategic advisory functions.
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Balancing Legal Risk and Business Agility Organisations demand swift, commercially pragmatic legal advice while legal teams operate within strict regulatory constraints. Managing this tension requires strategic workforce planning, cross-functional collaboration, and adaptive resource allocation.
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Regulatory Complexity and Compliance Burden In-house lawyers must navigate rapidly evolving legal landscapes, including data privacy regulations, ESG compliance mandates, and corporate governance expectations. TA and HR teams must ensure that legal professionals have access to relevant training, certifications, and industry insights to stay ahead.
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Attracting and Retaining Top Legal Talent The legal job market is more competitive than ever. Flexible work models, increasing workloads, and high demand for specialised legal skills make it challenging for organisations to attract and retain top talent.
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Technology Disruption and Legal Innovation The rise of LegalTech, AI-driven contract management, and automation tools necessitate continuous upskilling and adaptation within legal teams. Organisations must foster a culture of digital innovation to remain competitive.
Strategic Solutions for HR and TA Teams
1. Developing Tailored Career Progression Frameworks
Legal professionals require structured career pathways that balance legal expertise with broader business leadership skills.
Key Actions:
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Design rotational programmes across legal, compliance, and business units to expose lawyers to cross-functional leadership.
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Implement mentorship and sponsorship programmes that align legal career growth with corporate leadership trajectories.
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Offer competency-based promotions that recognise legal expertise and business acumen.
2. Enhancing Collaboration Between Legal and Business Functions
Fostering alignment between in-house lawyers and business teams ensures legal insights are integrated into decision-making processes.
Key Actions:
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Create hybrid roles that bridge legal and commercial functions (e.g., legal operations, regulatory strategy).
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Establish regular business and legal alignment workshops to enhance communication and shared strategic goals.
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Encourage secondments between legal and operational teams to deepen industry-specific expertise.
3. Upskilling and Continuous Learning in LegalTech
Legal professionals must adapt to technology-driven changes by integrating LegalTech into their workflows.
Key Actions:
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Provide training in AI-powered legal research, contract automation, and compliance tracking.
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Partner with LegalTech providers and academic institutions to offer specialised certification programs.
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Encourage the development of legal innovation teams within organisations to pilot new digital tools.
4. Reimagining Workplace Flexibility for Legal Teams
Flexible work arrangements are critical for talent retention and productivity in legal roles.
Key Actions:
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Establish hybrid work models that balance remote collaboration with in-office engagement for strategic discussions.
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Implement digital case management systems to facilitate seamless remote legal operations.
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Offer individualised work arrangements that consider personal preferences while ensuring regulatory compliance.
5. Strengthening Talent Pipelines for In-House Legal Teams
Proactive workforce planning ensures a steady pipeline of skilled legal professionals.
Key Actions:
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Develop legal internship and graduate programmes to cultivate future in-house lawyers.
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Partner with universities and law schools to offer practical corporate legal training.
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Leverage data analytics to predict future legal hiring needs based on business expansion and regulatory changes.
6. Aligning Compensation and Incentives with Legal Career Goals
Competitive remuneration structures attract and retain top legal talent.
Key Actions:
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Design bonus structures that reward risk mitigation, strategic contributions, and legal innovation.
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Offer stock options or performance-based incentives tailored to senior legal roles.
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Benchmark salaries against industry standards to remain competitive in legal talent acquisition.
Career Pathways for In-House Legal Professionals
The career landscape for in-house lawyers is more dynamic than ever. Traditional roles such as General Counsel and Corporate Counsel are evolving to include positions like:
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Legal Operations Manager: Focuses on process improvement, LegalTech implementation, and operational efficiency.
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Data Privacy Officer: Specialises in data protection, GDPR compliance, and cybersecurity law.
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ESG Counsel: Advises on environmental, social, and governance compliance and reporting.
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Chief Risk Officer: Bridges legal, compliance, and enterprise risk management.
These roles often lead to broader executive positions, such as Chief Legal Officer, Chief Compliance Officer, or even CEO, particularly when lawyers combine their legal knowledge with business acumen. For example, many Fortune 500 companies have seen General Counsels transition into CEO roles, demonstrating the strategic importance of legal expertise in executive decision-making.
Overcoming Systemic Barriers to Legal Workforce Management
Barrier 1: Resistance to Non-Traditional Career Paths in Legal Roles
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Solution: Advocate for hybrid legal-business roles and provide pathways for in-house lawyers to transition into executive leadership.
Barrier 2: Underinvestment in Legal Learning and Development
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Solution: Secure executive buy-in to fund continuous legal education, emphasising its impact on regulatory compliance and business growth.
Barrier 3: Lack of Integration Between Legal and HR Talent Strategies
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Solution: Establish cross-functional HR-legal task forces to develop targeted legal talent strategies.
Conclusion
In 2025, the successful management of legal workforce expectations requires HR and TA teams to take a proactive, interdisciplinary approach. Looking beyond 2025, emerging trends such as increased globalisation, evolving regulatory landscapes, and the growing influence of LegalTech will continue to shape workforce dynamics. By fostering career progression, leveraging technology, and aligning legal talent strategies with business objectives, organisations can build resilient and high-performing in-house legal teams.
The legal market will continue to grow in sophistication, driven by regulatory evolution, technological integration, and shifting workforce dynamics, particularly in sectors such as technology, healthcare, and financial services, where regulatory requirements are rapidly evolving. As organisations continue to adapt, the integration of HR, TA, and legal expertise will be instrumental in shaping the future of legal talent management. For scholars and industry practitioners, the evolving role of in-house legal professionals presents a compelling area for further research, particularly at the intersection of legal operations, HR strategy, and corporate governance.