As experienced Practice Managers and clerks leave the market - drawn to new roles in law firms, professional services or different career paths entirely, many chambers are discovering just how narrow the traditional hiring pool has become.
But while the problem is widespread, some chambers are beginning to approach recruitment with fresh eyes and finding that talent may lie just beyond the usual boundaries.
The shortage of experienced clerks isn’t just a temporary blip. Chambers are increasingly struggling to fill roles that demand leadership, commercial acumen, and the ability to operate as strategic business partners; skills that have become essential as the Practice Manager role has evolved.
Burnout, lack of flexibility, and some limited career progression have all contributed to the shrinking pool. What’s needed now, many argue, is a more open approach to recruitment - one that moves beyond simply hiring from within the existing chambers network.
At 4 Pump Court, Senior Clerk, Stewart Gibbs and his team have consciously recruited Practice Managers and Assistant Practice Managers from outside the chambers world - including candidates from law firms, insurance, shipping, and other industries.
“Wider industry experience has been successfully relevant for us - for example, working in solicitor disputes teams provides valuable client insight,” Gibbs explained.
“Different people see different opportunities and solutions, which is valuable. An alternative approach to dealing with issues can be innovative.”
This broader talent pool has also allowed 4 Pump Court to address issues of diversity, bringing in highly capable women at mid and senior levels to help build a more balanced and dynamic clerking team.
“There has been a lack of mid or senior women in clerking. By recruiting impressive female candidates at PM and APM level we’ve created really valuable balance in the team, supporting industry progress.”
For Stewart, the key lies in identifying transferable skills rather than fixating on prior chambers experience. While core attributes such as client service, commercial awareness and team fit remain essential, fresh perspectives from outside the Bar can add real value.
“Client-side experience, industry insight, and fresh eyes - these are all things that have stood out in our non-traditional candidates.
“Chambers is a unique environment that people don’t appreciate until inside. Onboarding people from outside the Bar takes more time but can be a worthwhile investment with the right candidates.”
For Ellis Fairbrass, now Practice Manager at 4 Pump Court, joining chambers from a law firm background was a carefully considered move.
“I realised that I no longer wanted to pursue a career as a fee earner, but I was keen to remain within the legal profession.
“Having instructed counsel for my own cases, I had built relationships with clerks and gained some insight into life in chambers. Clerking seemed to provide the ideal combination — and after three years in the role, I can confidently say it was the right decision.”
Ellis’ previous experience gave her valuable client-side understanding that she now applies to her work with counsel and instructing solicitors.
“I was responsible for preparing cases from start to finish - gathering evidence, liaising with clients, drafting key documents, and ensuring matters were trial-ready. This has given me a strong understanding of both the solicitor’s perspective and the needs of barristers.”
The biggest adjustment, however, was cultural:
“Chambers has a close-knit environment with a strong sense of autonomy and entrepreneurial spirit, compared to the more corporate atmosphere of a law firm.”
Over the past decade, the role of the Practice Manager has undergone a quiet transformation. What was once administrative role is now a highly strategic position, covering everything from business development and client management to strategy, marketing and fee negotiations.
As a result, chambers may now benefit from looking outside their traditional pool of clerks. Professionals from law firms, consultancy, finance and other regulated industries often bring the kind of operational expertise, commercial focus, and leadership skills that modern chambers increasingly need.
Stewart believes that the Bar is “a long way beyond historic nepotism” and looking outside the boundaries of the profession will only help the industry in the long run.
“Recruiting from a wider pool is good for the existing community - and for advertising the profession more broadly.”
Following our recent merger here at Briefed, we now have access to one of the largest databases of talent in the UK legal and professional services sector. This gives us a powerful advantage in matching chambers with dynamic professionals who can bring new energy and commercial thinking into traditional environments.
We are already seeing significant interest from professionals, keen to make the leap from law firms and other professional services to chambers. Whether it's a law firm operations manager seeking a more varied and autonomous role, or a legal finance expert looking for a leadership position in a more agile environment, the appetite is there - what’s needed now is the openness on the chambers' side.
The need for a modern take on chambers recruitment practices is consistently growing. If you want to remain competitive, you consider:
The market for experienced clerks may be shrinking in its traditional form, but that doesn’t mean the talent isn’t out there. It is, it’s just waiting to be discovered in new places. Now more than ever, barristers’ chambers must be bold, innovative, and forward-thinking in their recruitment strategies.
By embracing candidates from beyond the traditional chambers ecosystem, you’re not just filling a vacancy – you’re bringing in the kind of thinking and experience that can future-proof your chambers for years to come.
Read the full Q&A with 4 Pump Court here.
