Attracting and retaining legal talent has become a structural challenge. Objective data can offer valuable support to better align recruitment and retention strategies with the realities of the labor market. That’s why YouConnect has spent the past five years collecting data on the job mobility of Belgian legal professionals. These results were then combined with insights from our Legal Recruitment Consultants, based on hundreds of conversations with legal professionals. The result is a nuanced view of how lawyers move within the job market and what this means for employers.
The Younger the Lawyer, the Higher the Mobility
Every year, an average of 31% of legal professionals with three to five years of experience change employers. This confirms the trend of lawyers switching jobs more frequently in the early stages of their careers.
Part of this mobility can be explained by the mandatory traineeship in law firms. Joining a law firm remains the most popular career start for graduates in law (about half of them begin their career in a law firm). Completing the three-year traineeship often marks a natural point for reflection. Some choose to pursue a new challenge outside the law firm environment. Frequently cited reasons include the desire for a better work-life balance, a lack of interest in the partner track, or the wish to work closer to the business and make a more direct impact.
Junior professionals also mention departure reasons that are less common among more experienced colleagues. For example a lack of proper mentorship or inspiring leadership, and the need for purpose or greater involvement in their role.
Among professionals with six to ten years of experience, annual mobility drops to an average of 18%. This suggests greater stability, though a clear turning point in their career can still be observed. On one hand, many feel ready for the next step, be it in the form of more responsibility, a leadership position, or a broader scope of expertise. If these growth opportunities are lacking in their current organisation, they start looking elsewhere for roles that align with these ambitions. On the other hand, their personal life plays an increasingly important role. This phase often brings major life events, such as having children or buying a home. As a result, career decisions are increasingly influenced by practical factors, such as job location and a healthy work-life balance.
Legal professionals with over ten years of experience are the least mobile: each year, only 7% change employers on average.
This lower number can partly be attributed to the limited availability of senior opportunities. Hiring managers often face budgetary constraints, which leads them to open roles aimed at junior profiles with lower salary expectations. In addition, senior positions are more frequently filled internally, by promoting existing team members, which is then followed up by hiring a mid-level or junior profile to fill the role of the promoted team member.
Our conversations also reveal that many senior professionals are generally well-established in their current roles. They’ve progressed into management positions or enjoy a high degree of responsibility and autonomy, making the threshold to switch roles significantly higher. When they do make a change, it is more often prompted by external factors such as a (planned) reorganisation or leadership changes. These types of structural shifts tend to have a greater impact on this group compared to younger professionals and are more likely to drive them toward seeking a new challenge. As for internal motivations, this group more frequently cites the need for renewal or reorientation in comparison to the other groups.
Implementing a Phased Talent Strategy
Job mobility among Belgian legal professionals varies significantly depending on the phase of their career. Younger professionals are the most mobile, often driven by career exploration and personal development. More experienced professionals tend to make well-considered decisions based on their ambitions and personal circumstances.
While these are general trends, each legal professional is unique in their priorities. That’s why it is essential for managers to engage in frequent conversations with their team members and listen carefully to what matters to them. Only then can expectations, ambitions, and potential obstacles be clearly understood.
One thing is certain: a generic approach to talent strategy falls short. To attract and retain legal talent sustainably, one must account for differences in motivation and priorities. This starts with the job description. When recruiting a junior legal professional, elements such as mentorship, learning opportunities, and an inspiring environment are critical. For senior profiles, highlight autonomy, responsibility, impact, and strategic involvement.
Creating perspective is also essential: candidates want clarity about their short- and medium-term role within the organisation. By adopting a thoughtful, tailored approach, you not only increase the chances of a successful hire, but also build the foundation for long-term growth and collaboration.
