For many regional and high-street law firms, one concern comes up again and again: “We can’t match city-centre salaries, so how do we compete?”
It’s a fair question. Large city firms often have bigger fee income, higher billing rates and deeper pockets. Trying to compete purely on salary can quickly become unsustainable.
The good news is this: most lawyers don’t make decisions on salary alone.
But firms do need to be clear about what they offer instead.
Salary gets attention. Value drives decisions.
Headline salary figures attract interest, but they don’t guarantee acceptance.
When lawyers weigh up offers, they tend to consider a broader picture:
- Workload expectations
- Flexibility and autonomy
- Supervision and support
- Progression clarity
- Culture and team dynamics
- Commute and lifestyle impact
In many cases, the total package, financial and non-financial, matters more than the top-line number.
Be explicit about what makes you different
One of the biggest mistakes firms make is assuming their strengths are obvious. But in most cases, they’re not.
If you offer genuine flexibility, direct client access, early responsibility, clear routes to partnership, or a supportive team culture, it’s important that you say so clearly and consistently. This is your Employer Value Proposition.
Lawyers can’t value what they don’t understand.
Use workload and balance as a differentiator
City-centre salaries often come with higher billing targets and longer hours.
But if your firm offers, more manageable caseloads, realistic targets, greater autonomy over diaries or a better work-life balance, compared to a lawyer’s current firm, that has tangible value.
The key is being honest. Overselling balance while running teams at capacity quickly erodes trust.
Progression can outweigh pay
For many mid-level lawyers, the real question isn’t just:
“What will I earn next year?”, it’s “Where could I realistically be in five years?”
Smaller and regional firms often have:
- Shorter routes to partnership
- Greater visibility with leadership
- More influence over business development
- Opportunities to shape a team
When progression is clear and credible, it can outweigh a salary gap.
Culture isn’t a cliché, if it’s specific
Saying you have a “great culture” isn’t enough.
Instead, during a recruitment process, you should explain:
- How decisions are made
- How supervision works
- How performance is reviewed
- How flexible working operates in practice
- Specificity builds credibility.
Consistency across recruiters, adverts and interviews reinforces it.
Be realistic about where you can’t compete
There will be lawyers whose priority is maximising short-term earnings in a city environment.
That’s fine; competing for everyone rarely works, but competing for the right people does.
The firms that hire best are clear about who they suit, and who they don’t.
Competing on value, not volume
You don’t need city-centre salaries to attract strong lawyers.
You do need:
- Clarity about your Employer Value Proposition
- Consistency in how it’s communicated
- Confidence in what makes your firm different
When those foundations are in place, salary becomes one part of the conversation, not the deciding factor.
If you’d like to sense-check how your firm is positioned against higher-paying competitors, our team is always happy to share insight from across the market.
