Inefficient Processes Hampering Recruitment in a Candidate-Short Market, Study Finds

When it comes to recruiting business services talent into law firms and wider professional services, high-calibre candidates are in limited supply. Yet firms are undermining their ability to fill business-critical positions due to inefficient and ineffective hiring processes, according to new research from international recruitment specialists Ambition.

The study, based on responses from over 200 business services employees within legal and professional services firms across the UK, revealed that many candidates are frustrated with hiring processes, and that their experience of the entire job search journey – from application, to interviews, to post-interview follow-up – can significantly influence potential employees’ perceptions of a firm and decision on whether to accept a job offer.

The study found that 56% of job-seekers expect to receive detailed feedback on their CV following an application – even if they haven’t been shortlisted for interview – and over 75% of candidates expect to hear if they’ve been shortlisted for an interview within a week of application submission.

Following an interview, whether virtual or face to face, 96% of jobseekers expect to receive interview feedback within 3-5 days. However, notably, over 50% of candidates reported they did not receive any, or adequate, feedback following the application and interview stages.

“There are numerous stages involved in an effective recruitment process,” said Matthew Gardner, Managing Director for Ambition UK. “While it’s encouraging to see some firms getting it right, the fact that many are not providing timely feedback or follow-up to candidates explains why there are – and will continue to be – winners and losers in the competitive battle for talent within the legal and professional services industries. Job seekers expect transparent and timely communication from firms and will quickly look elsewhere if this is lacking.”

He went on to say that for firms under pressure to hire directly, managing and responding to high volumes of online applications can be particularly challenging—especially when the responsibility falls on just a few individuals. Without the support of a third party, it’s easy for responses to fall through the cracks, which can lead to negative perceptions of the firm and damage the brand’s reputation among candidates.

The study also highlighted that candidates’ dissatisfaction with hiring processes could foster negative perceptions of the firm, both among individual candidates and within the broader job market. According to the findings, 65% of respondents felt that a two-stage interview process is the optimum number of interviews for a successful process, with 29% saying three stages was sufficient. It’s not untypical to see firms ask for 4-6 stages, even for mid-management level roles.

Furthermore only 25% of respondents said they would be happy to complete a task/exercise as part of a first-stage interview, while 39% would be happy to complete a task at later interview stages. When it comes to preferred interview methods, the majority (48%) prefer a combination of virtual and in-person interviews, followed by 40% preferring in-person interviews. Only 12% favoured an entirely virtual process. 

“In our experience, in-person interviews can’t be beaten when it comes to understanding the firm, gaining insights into the company culture and developing rapport,” says Gardner.  “While many candidates still prefer a virtual interview at initial stages for practical reasons, we would always recommend conducting an in-person interview before either making or accepting a job offer.”

The study further indicated that, while salary and job role remain the primary drivers for business services candidates seeking new opportunities in professional services, firm culture and flexibility are playing an increasingly important role in decision-making.

Nearly 50% of respondents cited salary as the top factor when considering a job move, followed by job title/role at 32%, and flexibility at 19%. “As most firms now offer hybrid working as standard, this may explain why salary and job title have overtaken flexibility as the top factor candidates are looking for,” says Gardner. “However, in our experience, most candidates still want some degree of flexibility.”

Ambition’s study findings support this. In defining culture and flexibility, respondents highlighted factors such as remote working arrangements, effective communication, manageable working hours, and general well-being. Specifically, the ability to work remotely (72%) and to have flexible work schedules (16%) were identified as key components of a desirable working culture.

“We have witnessed a considerable shift in recent years in what motivates job seekers to consider, pursue, and ultimately accept job offers,” Gardner observed. “While compensation remains a priority, it’s clear that candidates are now assessing opportunities through a more comprehensive lens, factoring in everything from company culture to how they’re treated during the recruitment process.”

Garnder emphasises that to attract and secure top talent, employers must recognise the importance of conducting a positive and efficient hiring process. “The way firms engage with candidates can greatly influence how job seekers perceive the company and its brand. Candidate expectations are at an all-time high, and meeting these standards requires intentional effort. While it might not always be possible to provide feedback to every candidate within a few days, extending response times to three or four weeks is no longer acceptable. Reducing that lag can make a big difference in how candidates perceive the firm. Collectively we must do a better job of managing expectations and bridging the gap.”

To gain a competitive edge, Gardner advises firms to focus on creating a smooth and engaging candidate experience, highlighting the firm’s values and selling the opportunity at each stage of the process. “We’re seeing a growing demand for interview training for hiring managers to better equip them in selling both the role and the firm effectively,” he notes.

Gardner concludes with a clear message: “Top talent won’t wait. If your processes are slow, if feedback is delayed, or if candidates feel burdened by unnecessary hurdles, they’ll look elsewhere. Our recommendation? Focus on the basics and ensure your recruitment experience reflects the high standards of your brand.”