*/
This year’s International Women’s Day theme, ‘Give to Gain’, captures much of the ethos of the Bar, going far beyond its application to women. Chambers, as a whole, thrive because individual members divert time and energy that could be spent on paid work for the collective good. In my own set, Parklane Plowden Chambers, where for the first time the head and deputy heads all happen to be women, more than 20 other members take on specific responsibilities, such as serving as a head of team, or as a member of the executive board, the equality and diversity committee, and/or the pupillage and recruitment committee. These roles are essential to the operation of Chambers. The division of labour ensures that tasks are shared among those willing and with relevant skills or experience. A considerable ‘give’ but the ‘gain’ is success for Chambers which benefits all.
Like most chambers, we are currently in the midst of pupillage recruitment. Each year, this important task involves the wider membership of Chambers, well beyond those on the Pupillage and Recruitment Committee. Why are individuals willing to give up their precious and limited free time for this? What do they gain?
Recruitment within chambers is unlike ‘hiring’ in any other professional environment. We do not have salaried staff tasked with talent acquisition. We are collections of self-employed, diverse individuals who share resources, reputation – and, we hope, a common vision for excellence. This unique structure means that the responsibility for recruiting the next generation of barristers rests squarely on the shoulders of its members.
This process demands considerable time, energy and commitment from hard-pressed members, whose schedules are already stretched by the demands of case preparation and who do not get paid if they do not work. Despite this, members of chambers consistently step forward to participate in recruitment. They do so because they understand that this effort is not only an act of generosity but also a strategic investment in the future of the profession, chambers and, ultimately, their own practice.
Work relevant to the recruitment of pupils in chambers starts long before the Pupillage Gateway opens. Our Outreach Team, part of the Pupillage Committee, is dedicated to taking positive action to promote diversity at the Bar. Chambers participates in ‘Bridging the Bar’, as do many individual members. The 6th form, university and Bar students we meet during this outreach work may be our pupils of the future. Attending careers events, pupillage fairs and hosting open evenings all involve considerable investment of time, usually outside of normal working hours.
The multi-stage process of recruiting pupils is governed by strict principles of fairness and transparency. All those involved in the process must have undertaken training in fair recruitment – another demand on the time of members willing to take part in the pupillage process. Once applications have closed, the first stage is the sifting of applications, with careful assessment of many dozens of anonymised written applications against our recruitment criteria, each application being considered by two ‘sifters’. Shortlists are then drawn up and applicants are interviewed: in common with most chambers, we have two rounds of interviews, each taking place on a Saturday. The interviews require careful preparation on the part of the interviewers: they are rigorous, designed to test not only intellectual ability but also judgement, resilience and communication skills – the qualities we seek in pupil barristers.
Recruitment is undoubtedly a burden. Yet, barristers continue to volunteer their time. Their motivation goes beyond mere compliance; it is rooted in a sense of responsibility and foresight.
For many of us, the decision to participate in recruitment stems from a desire to ‘give something back’. We all remember the challenges we faced as aspiring barristers – the uncertainty, the competition, the need for guidance, in my own case complete lack of guidance – and we want to ease that journey for others. By engaging in recruitment, we help ensure that talented individuals from all backgrounds have a fair chance to enter the profession.
There is also a sense of continuity – a recognition that today’s pupils are tomorrow’s practitioners. By investing time in recruitment, members contribute to the legacy of chambers. They help identify and nurture individuals who will uphold the standards that define the Bar. It gives me great satisfaction to see the success of members of chambers whose interviews I remember still from many years ago.
This idea of ‘passing it on’ resonates deeply within the Bar. It is a reminder that the profession is not static; it evolves with each generation. Barristers who engage in recruitment play a pivotal role in that evolution. They are gatekeepers, mentors and role models, shaping not only individual careers but the collective future of the Bar.
While altruism is a powerful motivator, there is also a pragmatic dimension to recruitment. Chambers is, after all, a business. Its success depends on attracting and retaining talent. By identifying exceptional pupils, chambers secure their long-term viability. When we recruit pupils, it is with the aim that they will become tenants, and will then contribute to the work, reputation and finances of chambers.
Recruitment is a strategic investment. Members understand that the time they devote to recruitment today will yield dividends tomorrow. Strong pupils become strong barristers, and strong barristers ensure that chambers continues to thrive. This mutual benefit reinforces the importance of the process and is why members are willing to sacrifice their time to facilitate it.
Recruitment in chambers is both principled and pragmatic. It reflects the values of the profession – fairness, mentorship, service – while also addressing the realities of business sustainability.
Members who participate in recruitment embody this balance. They are not only safeguarding the future of the Bar; they are safeguarding their own future. They recognise that excellence is not accidental; it is cultivated. And cultivation requires effort, commitment and vision.
Recruitment in chambers is more than a procedural necessity; it is a shared responsibility and a collective investment. It demands sacrifice, but it delivers rewards – both tangible and intangible. It strengthens the profession, enriches the culture of chambers, and ensures that the values of the Bar endure.
For members, the decision to participate in recruitment is a testament to their commitment – not only to their own success but to the success of others. It is an affirmation of the principle that excellence is a shared endeavor, and that the future of the Bar depends on the choices we make today.
Perhaps you are not one of those who readily volunteer to help with pupillage? If you are asked to set aside a week of evenings to sift applications or a weekend to interview pupils, remember this: you are not just filling vacancies. You are helping to shape the future of your chambers and the Bar as a whole. You are giving back, passing it on, and effectively investing in your own career, as well as that of others.
Elizabeth Hodgson was called to the Bar in 1993. She is a member of Parklane Plowden Chambers (Leeds and Newcastle). She has practised in personal injury and clinical negligence throughout her career. She was elected head of chambers in 2024, and is the first woman head of Parklane Plowden and its two predecessor chambers. She is a Recorder (Family Court) and Deputy District Judge.
This year’s International Women’s Day theme, ‘Give to Gain’, captures much of the ethos of the Bar, going far beyond its application to women. Chambers, as a whole, thrive because individual members divert time and energy that could be spent on paid work for the collective good. In my own set, Parklane Plowden Chambers, where for the first time the head and deputy heads all happen to be women, more than 20 other members take on specific responsibilities, such as serving as a head of team, or as a member of the executive board, the equality and diversity committee, and/or the pupillage and recruitment committee. These roles are essential to the operation of Chambers. The division of labour ensures that tasks are shared among those willing and with relevant skills or experience. A considerable ‘give’ but the ‘gain’ is success for Chambers which benefits all.
Like most chambers, we are currently in the midst of pupillage recruitment. Each year, this important task involves the wider membership of Chambers, well beyond those on the Pupillage and Recruitment Committee. Why are individuals willing to give up their precious and limited free time for this? What do they gain?
Recruitment within chambers is unlike ‘hiring’ in any other professional environment. We do not have salaried staff tasked with talent acquisition. We are collections of self-employed, diverse individuals who share resources, reputation – and, we hope, a common vision for excellence. This unique structure means that the responsibility for recruiting the next generation of barristers rests squarely on the shoulders of its members.
This process demands considerable time, energy and commitment from hard-pressed members, whose schedules are already stretched by the demands of case preparation and who do not get paid if they do not work. Despite this, members of chambers consistently step forward to participate in recruitment. They do so because they understand that this effort is not only an act of generosity but also a strategic investment in the future of the profession, chambers and, ultimately, their own practice.
Work relevant to the recruitment of pupils in chambers starts long before the Pupillage Gateway opens. Our Outreach Team, part of the Pupillage Committee, is dedicated to taking positive action to promote diversity at the Bar. Chambers participates in ‘Bridging the Bar’, as do many individual members. The 6th form, university and Bar students we meet during this outreach work may be our pupils of the future. Attending careers events, pupillage fairs and hosting open evenings all involve considerable investment of time, usually outside of normal working hours.
The multi-stage process of recruiting pupils is governed by strict principles of fairness and transparency. All those involved in the process must have undertaken training in fair recruitment – another demand on the time of members willing to take part in the pupillage process. Once applications have closed, the first stage is the sifting of applications, with careful assessment of many dozens of anonymised written applications against our recruitment criteria, each application being considered by two ‘sifters’. Shortlists are then drawn up and applicants are interviewed: in common with most chambers, we have two rounds of interviews, each taking place on a Saturday. The interviews require careful preparation on the part of the interviewers: they are rigorous, designed to test not only intellectual ability but also judgement, resilience and communication skills – the qualities we seek in pupil barristers.
Recruitment is undoubtedly a burden. Yet, barristers continue to volunteer their time. Their motivation goes beyond mere compliance; it is rooted in a sense of responsibility and foresight.
For many of us, the decision to participate in recruitment stems from a desire to ‘give something back’. We all remember the challenges we faced as aspiring barristers – the uncertainty, the competition, the need for guidance, in my own case complete lack of guidance – and we want to ease that journey for others. By engaging in recruitment, we help ensure that talented individuals from all backgrounds have a fair chance to enter the profession.
There is also a sense of continuity – a recognition that today’s pupils are tomorrow’s practitioners. By investing time in recruitment, members contribute to the legacy of chambers. They help identify and nurture individuals who will uphold the standards that define the Bar. It gives me great satisfaction to see the success of members of chambers whose interviews I remember still from many years ago.
This idea of ‘passing it on’ resonates deeply within the Bar. It is a reminder that the profession is not static; it evolves with each generation. Barristers who engage in recruitment play a pivotal role in that evolution. They are gatekeepers, mentors and role models, shaping not only individual careers but the collective future of the Bar.
While altruism is a powerful motivator, there is also a pragmatic dimension to recruitment. Chambers is, after all, a business. Its success depends on attracting and retaining talent. By identifying exceptional pupils, chambers secure their long-term viability. When we recruit pupils, it is with the aim that they will become tenants, and will then contribute to the work, reputation and finances of chambers.
Recruitment is a strategic investment. Members understand that the time they devote to recruitment today will yield dividends tomorrow. Strong pupils become strong barristers, and strong barristers ensure that chambers continues to thrive. This mutual benefit reinforces the importance of the process and is why members are willing to sacrifice their time to facilitate it.
Recruitment in chambers is both principled and pragmatic. It reflects the values of the profession – fairness, mentorship, service – while also addressing the realities of business sustainability.
Members who participate in recruitment embody this balance. They are not only safeguarding the future of the Bar; they are safeguarding their own future. They recognise that excellence is not accidental; it is cultivated. And cultivation requires effort, commitment and vision.
Recruitment in chambers is more than a procedural necessity; it is a shared responsibility and a collective investment. It demands sacrifice, but it delivers rewards – both tangible and intangible. It strengthens the profession, enriches the culture of chambers, and ensures that the values of the Bar endure.
For members, the decision to participate in recruitment is a testament to their commitment – not only to their own success but to the success of others. It is an affirmation of the principle that excellence is a shared endeavor, and that the future of the Bar depends on the choices we make today.
Perhaps you are not one of those who readily volunteer to help with pupillage? If you are asked to set aside a week of evenings to sift applications or a weekend to interview pupils, remember this: you are not just filling vacancies. You are helping to shape the future of your chambers and the Bar as a whole. You are giving back, passing it on, and effectively investing in your own career, as well as that of others.
Update from the Chair of the Bar
By Clement Cowley, Partner at The Penny Group
Modernising communication and collaboration at a leading Chancery set. A Zexi case study
How to build profile without compromising professional duties. By Naumaan Farooq, Co-Founder of Inked PR
Marie Law, Director of Toxicology at AlphaBiolabs, examines the role of cut-off levels, and the wider range of factors that must be considered when interpreting results for family court proceedings
Endometriosis Awareness North, a charity raising awareness of endometriosis and supporting those affected across the North of England, has received a £500 boost from AlphaBiolabs via the company’s Giving Back initiative
A decade of reviews and research has disrupted accepted thinking in the search for causality. Suicides following abuse have overtaken domestic homicides. Is the law keeping up? Professor Susan Edwards KC (Hon) examines recent cases and the obstacles to successful prosecution
At least not that way, says Richard Paige
The case against judge-only justice – and why efficiency is not enough. By Professor Leslie Thomas KC
Heritage as an anchor and a compass, finding our common humanity and embracing the power of the outsider – Melina Antoniadis’s lessons learnt
Lauren Fullerton examines the how, what and why of setting up a second chambers base
