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Year-end hiring for legal teams: Strategies to support a busy season

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Article

By Jamy Sullivan, JD, Executive Director, Legal Practice Group, Robert Half

As 2026 draws to a close, legal teams across the country are preparing for one of the busiest periods of the year. Regulatory deadlines, litigation demands, technology initiatives and AI governance responsibilities are converging as organizations manage year-end priorities and prepare for 2027. Many are turning to contract legal talent to provide the specialized skills and flexibility needed to complete critical work before the end of the year.

At the same time, finding those skills is becoming more difficult. According to Robert Half research, 61% of legal department and law firm leaders say finding skilled professionals is more challenging than it was a year ago. Yet hiring remains a priority, with 58% planning to increase permanent headcount in the second half of 2026 and 51% planning to increase contract or temporary hiring.

In this article, I’ll explore what is driving year-end hiring for legal teams, when contract or permanent talent makes the most sense and legal hiring strategies that can help organizations finish 2026 strong while preparing for the year ahead.

Managing year-end legal hiring

What drives year-end legal hiring?
What legal priorities should organizations focus on before year-end?
When should legal teams hire contract or permanent talent?
Why should law firms complete lateral hiring before year-end?
How can legal teams prepare for 2027?

What drives year-end legal hiring?

Read the report

In the final months of the year, demands converge. For in-house teams, regulatory deadlines, compliance audits, budgeting needs, contract reviews and governance activities can intensify while many permanent team members take much-needed time off, leaving leaders with fewer resources. Law firms often find litigation demands increasing as the year closes, as well as a focus on lateral hiring needs. And for all teams, planning for 2027 is also underway.

At the same time, legal teams are competing for increasingly specialized talent that’s in short supply. According to Robert Half research, in-house legal leaders say it’s more challenging to hire and retain professionals with skills in legal technology proficiency, AI governance, specialized practice areas, contract lifecycle management and compliance compared to a year ago. In law firms, leaders are finding it more difficult to hire and retain those with expertise in client and matter management, specialized practice areas, and data privacy and cybersecurity.

When those skills are difficult to find, critical projects are impacted. The latest Demand for Skilled Talent report highlights that 74% of legal leaders say skills shortages have led to project delays in the last year, while 69% report project cancellations.

This is why we see firms and legal departments relying on contract legal talent to cover spikes in workload and bridge skills gaps. Contract professionals can bring specialized expertise, address urgent needs without immediately adding permanent headcount and give teams greater flexibility when year-end demands change quickly.

What legal priorities should organizations focus on before year-end?

Technology, compliance and risk management remain major priorities. Projects frequently driving year-end demand include technology implementations such as eDiscovery and contract lifecycle management platforms, regulatory compliance, employment and HR support, litigation, and corporate governance.

One of the biggest shifts I’ve seen in the legal profession is the movement from evaluating AI to actively governing it.

Organizations are no longer simply asking whether AI will play a role in their operations. They are determining how employees will use these tools, what policies should be in place and how risks should be managed.

That makes AI governance a present-day priority that intersects with data privacy, cybersecurity, risk management and regulatory compliance. Legal departments and law firms are helping establish the guardrails needed for responsible AI adoption across the organization and within their own teams. This work is increasing the demand for professionals who understand both legal requirements and the technologies that are changing how work gets done.

Corporate legal departments are also strengthening legal operations capabilities to support AI and technology implementation, contract management, workflow improvement and operational efficiency. These priorities require professionals who can contribute quickly and help organizations keep important initiatives moving.

When should legal teams hire contract or permanent talent?

One of the most common questions I hear is: When should leaders hire contract professionals versus investing in permanent talent?

If the work is project-oriented, urgent or has a defined end date, contract hiring can be an effective approach. Contract professionals can also provide specialized expertise that may not exist internally and help maintain momentum while organizations assess longer-term needs.

A permanent hire may be more appropriate when the skill gap is long term or the organization needs to build institutional knowledge in areas such as compliance, AI governance or policy, or legal operations.

For many organizations, the answer will be a blended workforce. Combining permanent employees with contract professionals and specialized consulting resources can give legal teams the business agility to respond as priorities change.

Whatever the hiring model, thoughtful interviews and questions about candidates’ real-world experience with legal technology can help determine whether candidates have the expertise required for the role. Working with an established talent solutions provider like Robert Half can also help accelerate hiring timelines for urgent project needs by providing access to pre-evaluated professionals.

Why should law firms complete lateral hiring before year-end?

For law firms, year-end presents an important opportunity to think strategically about lateral hiring and succession planning.

Many firms continue to compete for attorneys with 3 to 10 years of experience who can contribute immediately and, in some cases, bring established client relationships. At the same time, leadership transitions and retirements are making succession planning a critical priority.

Law firms that complete key lateral hires before year-end may be better positioned to preserve institutional knowledge, strengthen client relationships and maintain momentum heading into 2027. Waiting until the new year may mean competing in an even tighter talent market.

How can legal teams prepare for 2027?

While addressing immediate year-end hiring needs is critical, legal leaders should also take a forward-looking approach. What strategies will help organizations remain competitive in 2027 and beyond?

Several stand out:

Identify critical skills gaps: Assess where shortages could affect initiatives involving AI governance, data privacy, cybersecurity, compliance and legal operations.

Build a blended workforce strategy: Determine where permanent staff, contract talent and specialized consulting resources can provide the right combination of expertise, project continuity and flexibility.

Pay attention to high-demand roles: Contract manager, general counsel, attorney, legal operations specialist and paralegal positions continue to shape legal hiring strategies.

Support the people you already have: Encourage employees to take needed downtime, provide flexibility and invest in professional development and upskilling for 2027.

Year-end hiring offers an opportunity to address immediate needs while planning for the year ahead. Even with careful planning, budget changes, holiday absences and unexpected litigation or compliance needs can quickly shift priorities.

My advice to employers is simple: Prioritize agility. The most resilient organizations combine permanent staff, contract professionals, specialized consulting resources and technology to create a flexible workforce model that adapts as needs change.

By balancing immediate staffing needs with long-term workforce planning, legal teams can enter 2027 stronger, more agile and better prepared for what comes next.

Learn more about how Robert Half can help you find the specialized legal talent you need.

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