The Myth of the Perfect Candidate in Legal Business Services Hiring

Recently, I was discussing a search for a client value role with a contact within an Am 50 law firm. 

The brief was clear. The firm wanted someone who had already done the role for a similar sized firm, understood the practice group so could start adding value immediately. 

On paper, it sounded entirely reasonable. The only issue was that the number of people with that exact background are not as plentiful as one would imagine. 

This is a scenario we're seeing more frequently, particularly in firms who are introducing new and more varied client value roles, coupled with innovation and AI skill requirements. 

And, this is when hiring becomes less about finding the absolute perfect candidate and more about finding the right one. 

The Growth of Specialist Client Value Roles 

Over the last ten years or so, law firms have developed focused client value functions – some early on, others following later. The speed of introduction has depended on various factors, such as the structure of the firm, the appetite of the partners for change and the skill sets of the current workforce. 

In today’s modern law firm, teams focused on Pricing, Legal Project Management, Practice Management, Client Value and Innovation play an important role in driving profitability, improving client service and supporting growth. As these functions mature, firms naturally want people who can demonstrate a proven track record.  

The difficulty is that many of these disciplines are still relatively young, so candidates simply haven’t got that track record. 

Take Client Value and Innovation as an example. More firms are building out these capabilities than ever before, creating demand for experienced Client Value professionals with legal tech expertise. Yet there are only a limited number of professionals who have spent several years leading these functions within a large law firm environment.

As a result, many firms find themselves searching in a very small talent pool. 

And often, they are searching for the same people as their competitors. 

When Everyone Wants the Same Candidate 

Most hiring managers start with a wish list, a perfectly reasonable approach if you're making an important hire. That wish list might include:  

• Big Law firm experience  
• Strong leadership credentials  
• Technical expertise 
• Exposure to AI workflows 
• Specific practice experience 
• The ability to influence stakeholders  
• Experience leading change 
• A proven record of delivering results 
• Prior experience as a billing attorney 

Individually, none of these requirements are unusual. 

Collectively, however, these requirements can create a profile that only a few candidates genuinely match, particularly when combined with the specifics of an LPM, Pricing, or Practice Manager role. 

That doesn't mean firms should lower their standards. It simply means there needs to be a realistic understanding of how many people exist with that exact combination of experience. The more specific the brief, the smaller the talent pool. 

Why Compensation Becomes Part of the Conversation 

Candidates with highly sought-after experience tend to have choices. Many are approached regularly, some are progressing well within their current firm, and others are retained through increased responsibilities, involvement in exciting projects or clear long-term career opportunities. Not all are looking to move.

As a result, firms need to be realistic about the relationship between the profile they are seeking and the budget they are prepared to offer. We're increasingly seeing situations where firms want candidates with top-tier experience while working with a budget more aligned to a broader, mid-level profile. In a market where these candidates are scarce, an average budget is unlikely to attract a premium candidate.

This is where access to legal operations and innovation talent market insights can be valuable. Understanding current compensation levels, talent availability and hiring trends helps firms assess whether their expectations are realistic and whether their package is likely to be competitive for the calibre of candidate they are targeting.

Even then, attracting interest is only part of the equation. Highly sought-after candidates often receive counter-offers and other retention incentives from their current firms, making counteroffers an increasingly important factor in senior legal hiring.

The Best Hire Is Not Always the Perfect Hire 

One of the most productive conversations we have with clients is around what is genuinely essential for success in a role. 

Because the best hire is not always the person who ticks every box. 

Sometimes, it's the candidate who brings 80% of the experience but offers a fresh perspective, a strong track record of learning new environments and the potential to grow with the firm. 

Sometimes it's someone from an adjacent area who can bring transferable expertise, particularly when firms are willing to look beyond traditional legal talent pools, and challenge established ways of thinking.

And sometimes, it's recognising that a capability gap can be developed more easily than qualities such as commercial judgement, leadership or stakeholder management. 

Hiring managers naturally focus on what candidates are missing, but the strongest appointments are often made when equal attention is given to what candidates can bring. 

This is something that I often emphasise to clients we work with at Boston Hale. 

Why Market Insight Matters Before a Search Begins 

Hiring frustrations can be avoided before a role ever reaches the market. 

Understanding how many candidates exist, where they sit, what they are being paid and how likely they are to move can significantly influence the success of a search. One of the services we offer as part of the search process is a market mapping and benchmarking exercise to do just that.  

In some cases, a small adjustment to a job specification can open up an entirely different talent pool. 

In others, market data may confirm that a particularly niche combination of skills will require a different level of investment. 

These conversations are rarely about lowering expectations. They're about aligning expectations with what the market can realistically provide. 

That's where specialist recruitment and talent consultancy can make a meaningful difference. 

The most effective searches tend to begin with an honest discussion about talent availability, compensation and the qualities that will genuinely make someone successful in the role. Armed with that insight, law firms are able to make informed decisions and avoid pursuing a version of the market that doesn't actually exist. 

The perfect candidate is an attractive idea. 

The trouble is, everyone else is looking for them too. 

Please get in touch if you want to discuss compensation and hiring for Legal Client Value roles, or talk to David Pynor and Graham Hale about Legal AI, Innovation and tech roles.

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