Talent pool
This September, eight solicitor apprentices join Trowers & Hamlins – the result of a partnership between the law firm and Uptree, a company formed to help students transition from education to employment. Emily Green and Rhiannon Andrews-West talked to Centrum about a scheme that’s a win-win for employers and those entering an ever-more evolving workplace.
Clearly, the apprenticeship levy is an incentive, but I assume this is as much about identifying talent and securing the best possible employee pipeline?
Emily Green [EG]: Our decision to introduce solicitor apprenticeships was based on a desire to widen access to the profession for individuals who may not go to university. We believe talent is out there and, by offering an alternative and structured route into law, we can attract high-potential individuals from diverse backgrounds. This approach will not only help us to build a more diverse workforce but also ensures we’re developing talent aligned to our firm’s values and long-term goals.
Can you tell us a little about how Uptree works with employees, and professional services firms in particular?
Rhiannon Andrews-West [RAW]: Uptree is a careers education platform connecting employers nationally with diverse groups of high-potential students. We work closely with early careers, DEI, and social impact teams across industries – and particularly within professional services firms – to bridge the gap between education and employment. Our work reaches students from a range of backgrounds and includes the One+1 initiative where – for every internal placement offered – we match a student from a lower socioeconomic background to take part, too – doubling the impact.
I understand four of the apprentices joining you at the end of the summer came through your partnership with Uptree. Why was it important for you to to work with Uptree to identify the best possible candidates?
EG: We have a strong track record of attracting and recruiting graduate talent. However, this is our first time actively seeking to recruit school leavers and non-graduates for our legal programmes. We felt we needed support from experts in this field and Uptree has extensive connections. Its expertise is crucial in helping to spread the word about apprenticeships and breakdown common misconceptions around alternative routes into the legal profession.
You work with several ‘big name’ companies including those in the professional services sphere. What are you hearing from employers, both in terms of available young talent and the challenges they face in recruiting?
RAW: Professional services firms continue to be impressed by the quality of school leaver applicants for degree apprenticeships, with many noting they outperform graduates, which highlights the importance of getting in front of students while they’re still in school. And to attract more diverse talent, firms are increasing the number of interactions with students from low socio-economic backgrounds. Many employers now proactively remove financial barriers by covering travel and relocation costs, making recruitment processes more accessible, and location-specific shortages persist, particularly in areas like Bristol and Reading. Employers are addressing all this through targeted outreach to Uptree’s national school and student network, fast-tracking students from in-person experiences of work and building relationships with local schools.
“Technology is changing at an exponential rate, and our education system is not sufficiently funded or resourced to prepare young people effectively. Many roles will disappear through automation, while new, higher-skilled roles will emerge. Therefore, upskilling young people through on-the-job training in early careers will be crucial to fill the growing skills gap.”
Professional services have traditionally been seen as attracting those from more affluent backgrounds and more select educational paths. Employers are now being expected to demonstrate a commitment to social mobility. This must be a great way to achieve that whilst benefiting the individual, the firm and, ultimately, the clients?
EG: There has been a noticeable shift across the sector with a growing emphasis on attracting and recruiting students and graduates from a wide and diverse range of backgrounds. Whilst many employers are now expected to demonstrate a commitment to social mobility, at our firm this commitment is genuine and deeply embedded in our values. It’s not about ticking a box – it’s about actively seeking out and welcoming individuals from diverse backgrounds because we truly believe in the value they bring. This commitment benefits not only the individuals who are accessing meaningful opportunities, but also the firm and the wider profession by enriching our teams with diverse perspectives, experiences and ideas.
What about the young people you work with and aim to place – is there a growing demand from them for opportunities that follow the vocational pathway rather the more traditional university route?
RAW: There is a clear and growing interest among young people in vocational pathways, particularly degree apprenticeships. Uptree’s data from multi-industry careers events shows a 32% decline over three years in students selecting university as their next step, while those applying for degree apprenticeships has risen by 62%. For these reasons, it’s important organisations have structured, consistent outreach and onboarding strategies. This activity needs to focus on students before they leave school and include key decision makers in their lives (parents and teachers).
What were your academic attainment criteria. And how will the firm deploy the apprentices and how, on a day-to-day basis, will things work?
EG: We have maintained high requirements as we’re looking to seek candidates demonstrating high academic performance. Applicants are expected to have achieved A, B and B at A-Level (or equivalent) and a minimum of six GCSEs. We also use contextual recruitment, meaning we’re able to look at a candidate’s academic success in the context in which this has been achieved. Throughout the recruitment process, we’ve been highly impressed by the calibre and potential. Over the first four years, they will complete their law degree while gaining hands-on experience across various practice areas. In the final years, they’ll prepare for and sit their SQE exams. And, throughout the programme, apprentices will receive dedicated support.
Centrum spoke to one BD director recently who said it was difficult attracting men into roles within her area. Is there a wider gender divide when it comes to professional services?
RAW: Attracting young male applicants to law is a challenge for most of our partners, with the SRA (2023) reporting 67% of solicitors are female. This overrepresentation of females is reflected in the application and attendee rates to our law events, with both being 44%. Uptree’s internal student success tracking shows only 18% of verified offers to legal roles were made to male applicants. Comparatively, in the tech industries within professional services, women and non-binary employees account for around 29% of the UK tech workforce, while finance-related roles have better female representation.
Does the firm plan to continue with this scheme and recruit more apprentices in future years?
EG: Following the successful recruitment of our first cohort of apprentices, we will be looking to continue this programme and will start our recruitment for a further cohort this autumn.
Finally, a question for both of you. We all know the world of work has changed immeasurably in recent years. Any thoughts on the workplace of the future?
EG: I think it is likely to be more flexible, inclusive and driven by technology. Hybrid and remote working models have enabled greater flexibly, prompting physical office spaces to evolve into environments that foster creativity, innovation and collaboration. At the same time, there is a growing emphasis on adopting AI and legal technology in a thoughtful and strategic way to enhance efficiency and productivity. I also see employee wellbeing remaining a key focus, ensuring individuals are supported and set up for success. Shaping a workplace culture that is representative and empowering for all will be essential.
RAW: Tech and AI is changing at an exponential rate, and our education system is not sufficiently funded or resourced to prepare young people effectively. As a result, workplaces must evolve to bridge that gap, prioritising potential over experience. Many roles will disappear through automation, while new, higher-skilled one will emerge. Therefore, upskilling young people through on-the-job training in early careers will be crucial to fill the growing skills gap.