Expansion Plans – Acquisition vs Recruitment?

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Recruit Staff or Buy a Law Firm – Which is Easier?

We have recently had a number of discussions with firms who have struggled to recruit in certain areas. They have received advice from consultants to suggest an alternative plan to finding a new family solicitor – simply acquire a family law firm. Problem solved, simple solution!

Is it so simple? To a certain extent, yes. If you were able to find a family law firm with a family solicitor or team of lawyers looking to move as a unit and join another practice, it would be a very easy way to solve a problem. Your firm would become the successor practice, the lawyers would join you with the senior staff possibly on some kind of consultancy arrangement, and your firm reaps the benefits of their existing caseload plus the caseload you have for them to service.

In reality, this is a much harder prospect than it may seem. If you strike it lucky you may well come across a solicitor who has set up on their own but then decided the life is not for them and seeks to return to safer shores of a larger firm. However most law firms for sale have owners who are looking to retire in the short to medium term without any intention of remaining involved.

As a result, you may well manage to ‘merge’ (in reality its an acquisition) a smaller operation into your larger one and get the benefit of their staff team, but in practice, you may well find you get all their clients, a family lawyer for a limited time frame, and then be back in the same position you were before but with increased costs.

Recruitment problems often seem to end up with solutions being proposed that are a lot more extreme than appear necessary – eg closing down a firm, looking to acquire another firm, ceasing to cover a type of work, look for another practice to take over, and more besides.

Our usual advice is to look at acquisition as an option, but bear in mind it is quite an extreme solution to your recruitment problems. Have you considered all other options – eg taking on a locum in the short-medium term to cover on an ad hoc basis whilst you recruit? Could you promote a more junior member of staff to take responsibility for the work and arrange for a consultant to supervise in the short term?

If you decide to go down the acquisition route, consider your attitude to risk – are you prepared to take over a practice that does more than just the practice area you need to recruit for, what extra level of overheads are you prepared to take on? Are you prepared to add the acquired firm’s PII history to your own?

A cynic may write an alternative headline for acquisition instead of recruitment: “increase your risks, bump up your overheads, get more staffing & recruitment headaches and generate a bit of extra profit.” Buying a law firm carries specific risks and is not always suitable. You need to have cash & resources available to invest and also the time to manage the larger entity.

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