5 minute read
ARTICLE
In an era of constant change, people development has never been more important
The legal sector today is one defined by constant change and evolving client expectations. Alongside this is a new generation of legal and business professionals entering the sector with different expectations, not just about their careers, but about how technology should be integrated into the way they work and, of course, learn. The role of Learning & Development (L&D) has never been more critical. No longer just a support function, it is now seen as a strategic driver of performance, excellence, and growth. This is certainly the case at Stevens & Bolton, where our L&D approach is designed to accelerate the firm’s ability to meet its strategic growth objectives. An ethos which speaks to “Growth delivered not by the few, but by the many, legal and business professionals alike”.
The SQE era
Focusing on legal teams, the introduction of the Solicitors Qualifying Examination (SQE) has reshaped the pathway into the profession. While it promises consistency and accessibility, many firms are still grappling with how best to support SQE trainees in developing the practical, commercial, and interpersonal skills that traditional routes once embedded. Those core skills, not just knowledge, that enable trainees to become high performing NQs from which to launch a successful career here at Stevens & Bolton have shaped the pillars of their new career development frameworks.
At Stevens & Bolton, we are embracing this shift. We have structured development pathways that blend technical training with hands-on client experience. Our SQE trainees are mentored by senior lawyers and exposed to client work early on – ensuring they progress from exam-ready to practice-ready. But that’s only part of the picture. Today’s lawyers need to be more than just technically gifted. As they advance, they will increasingly be responsible for managing people, clients, profitability, and business growth, all of which are capabilities you can build with investment in mentoring, exposure to the right opportunities and focused L&D programs.
Holistic development
Our L&D programs therefore emphasise not just legal expertise – which remains at the heart of our Junior Lawyer Development Program – but also core attributes like leadership, commerciality, and client relationship management. These are the qualities that are increasingly important as a lawyer’s career develops and are most valued by clients. As a result, we are evolving our L&D programs to purposely curate these experiences, deriving true value from collaborating with functional experts, including our BD team, for example, which is investing in a sophisticated all-partner training program that is designed to strategically develop our partners’ relationship development skills.
This wider, holistic development and capability building is a strategic priority for the firm. As an independent firm, we recognise that our success comes from a variety of factors; our excellent relationships with our clients, the quality of our people, our brand, and the way our leaders empower individual performance. However, achieving double-digit growth year on year is also a direct result of investment in our people. Continuing this through focused L&D initiatives is my top priority for the years ahead.
Legal tech competency
With many law firms now using AI tools in some form, legal technology is no longer a niche skill – it’s a core competency. From document automation to e-discovery and contract analytics, lawyers are expected to understand and leverage these tools to deliver faster, smarter outcomes for clients. Perhaps a key difference at Stevens & Bolton is that our L&D team understands that, whilst junior associates and trainees may be more tech-savvy, this needs to be blended with the knowledge and experience of senior lawyers. Having sophisticated tools is only part of a solution to future-proofing a legal career.
We also recognise, however, the risk of over-reliance on tech, which can erode foundational skills like legal research and drafting. That’s why our L&D strategy includes functional training led by our Knowledge team, for example around simulated casework, peer reviews, or tech-assisted research exercises, as well as leveraging expertise from our Technology team, which is leading innovation efforts to enhance and embed tools in direct support of our L&D program.
Business growth
To continue to grow and deliver against our strategic objectives, we understand that our lawyers must develop their expertise not just in the law, but in the business of law. This includes how firms generate profit, manage risk, and deliver value to clients. In response to this challenge, we are developing programs that also support our senior lawyers and future partners on key topics such as law firm economics, pricing strategy, and client relationship management – ensuring lawyers at all levels are equipped with the necessary skills and supported to lead and contribute to the firm’s growth.
It is because of this approach that one of the five pillars of our employee career framework is dedicated to an individual’s contribution to the growth of our business, allowing opportunity for all employees to share in the firm’s drive for success. At Stevens & Bolton we believe that everyone has a role to play in delivering our strategy. Providing L&D support to unlock an individual’s potential is deliberately designed to engender a sense of responsibility for growth into our culture.
Continuous learning
Learning is not a one-off event – it’s a continuous process and this is just the beginning. We are investing in digital learning platforms, knowledge sharing, and cross-practice knowledge development to ensure our people are constantly developing and that, as a firm, we are never standing still. In support of this, we will continue to take time to listen closely to what our people need, whether that’s mental health support, flexible learning formats, or alternative career pathways.
As reflected in our nomination for Law Firm of the Year: the Independents at this year’s The Lawyer Awards, and Legal Cheek’s Law Firm of the Year 2025 accolade, our investment in our people is working
