This article was written by Peter Liver, Chief Operations Director at The College of Legal Practice.

Four years on from the introduction of the Solicitors Qualifying Examination (SQE), it would be understandable to assume that most firms now have their qualification pathways firmly in place. After all, the profession has had time to adapt, new programmes are well established, and SQE results are now a familiar feature of the landscape. 

However, what we continue to hear from firms across the country tells a more complex story. Rather than a completed transition, many organisations are still actively shaping — and reshaping — their approach to qualification. The low pass rates and challenging exam experience means that pathways are evolving and choosing the right programme can make all the difference. 

The SQE transition is ongoing

Due to LPC timeframes, nearly all firms have moved to the SQE now, with LPC graduates also having the option to take SQE2, but one of the strongest themes emerging from discussions with regional firms is that many are still working out what the “right” SQE pathway looks like for their organisation.  

L&D teams are trying to manage two, three or even four different pathways, internal v external, law v non-law and different apprenticeship routes, and within each of these there are different options. The flexibility of the SQE is bringing opportunity but also complexity and can be confusing for fee earners to understand what the junior professionals working in their team might bring to the role in terms of skills and experience.  

We continue to speak to organisations that are refining their strategy, considering longer length courses (we see greater chances of SQE success) or bringing trainees into the workplace at different points in their SQE journey. 

The idea that the profession has fully “transitioned” from the LPC to the SQE risks overlooking the lived experience of many firms who are still navigating change. 

Apprenticeships and the impact of funding changes

For many firms, the introduction of the graduate solicitor apprenticeships (GSA) alongside the SQE was a game changer. For smaller organisations in particular, the GSA was a unique opportunity to improve social mobility and give internal talent the opportunity to progress. The availability of apprenticeship levy funding for GSAs made it possible to support candidates in a way that felt sustainable and inclusive, and for some organisations this became the cornerstone of their future plans. 

However, recent changes to Levy funding (now limited for Level 7 apprenticeships to those 21 years old and under) have completely disrupted that picture. Some have paused internal trainee recruitment altogether; others are revisiting who they can support and how. In several cases, carefully constructed strategies have had to be reopened and reworked at short notice. 

This has been challenging for firms that had committed significant time and resource to building and advocating for apprenticeship led models.  

Commercial pressures and practical decisions

Alongside funding changes must sit broader commercial considerations. Without Levy funding, firms are having to take a much closer look at the cost of qualification and what is realistically affordable. 

We are seeing a range of responses from the firms that we work with — from changes in course format, to different approaches to trainee numbers, to more fundamental reviews of investment priorities and budgets. These are practical, business critical decisions, and they underline how closely SQE strategy is tied to wider organisational pressures. 

SQE success is not a coin toss

Another consistent message is that SQE outcomes should not be left to chance. Success rates can be significantly influenced by strong preparation, study time, firm expectations and support, and the quality of training provision, and these factors are increasingly well understood. 

There is now a clearer recognition of the role played by SQE training providers and internal L&D teams in supporting candidates effectively. Choosing the right provider — and ensuring candidates are properly supported throughout their preparation — is no longer a peripheral decision. The SQE is not a fifty-fifty gamble, and firms that take a considered, structured approach are much better placed to support their people through qualification. 

Continuing the conversation

We would be happy to explore these themes — pathways, funding uncertainty, commercial pressure, and the importance of structured support when we next see you, perhaps at Legal EdCon, People in Law events or local SQE roundtables.  

For now, the key message is a reassuring one: if your SQE strategy still feels unfinished, that reflects the reality across much of the profession. The conversation is still evolving — and it is one worth continuing and The College of Legal Practice are here to help.