For Whom the Bell Tolls

Well, perhaps that's a bit dramatic, but no reasonable insider can deny that we face a new reality when it comes to associate relations and development. We are now firmly on the edge of a great “reset.” Many commentators predict that rising associate salaries, special bonuses and lavish summer programs will soon be distant memories. As with many things affected by the sudden downturn in the economy, firms and associates have had to adjust their priorities rapidly. Most firms find themselves needing to cut costs and react to clients who have been hard hit financially. In this climate of uncertainty, the impetus will be on associates to self-motivate, focus on learning the craft and think deeply about what they really want from their careers. But what are those of us committed to developing the careers of associates to do? Rise to the occasion, of course, and continue to advocate that firms take a forward looking position when it comes to associate development and morale. I am pleased to say that our Executive Committee strongly supports this approach in words and deeds, but not all firms currently are heading in the same direction.

In this environment, firms should consider allocating available resources to implement the following initiatives (or further develop them, as the case may be):

Communication/Outreach Strategy

Start with the basics. Positive morale will continue to have a direct effect on the ability to recruit, retain and develop top talent. At both firms where I have been engaged in associate relations and development activities, we were able to enhance associate satisfaction in a significant way by facilitating effective lines of communication, building trust and helping to establish transparency in areas such as compensation, evaluations and promotions. This happens by rolling up one's sleeves and connecting with individual associates, while at the same time working to deliver as much insight and information as governance will allow. Periodic presentations from firm leaders need to be reinforced by organic, door-to-door outreach, so associates appreciate the nuances of what they are hearing, and the process needs to be ongoing based on the historical associate turnover rate of 20% annually. From a management perspective, the key is to recognize the value of such an initiative and to make sure that it gets done.

Associate Development Goals

Consider producing a firm-wide set of practice- and class-level specific development goals that will help to guide associates as they transition from year to year, assist evaluators in providing timely and useful feedback and aid development professionals in crafting targeted, supplemental curricula. Easier said than done, but this effort ' if well thought out and implemented ' will yield a way for associates to understand what is expected of them and assist firms in assessing and developing talent. Such a system also would be a key piece of the puzzle should a firm desire to move from lock step to a functioning merit-based compensation system or alternative promotion model. Without a way to measure performance in a detailed, apples-to-apples way across offices, departments and practice areas, merit-based compensation and/or promotion would be problematic.

Coordinated Training Curricula

With billable work on the decline, associates will rely more and more on targeted department/practice area programs to fill the gaps. It is not enough simply to offer standard CLE or even the traditional competency building programs. The need now is to step back and re-evaluate what skills are being delivered through the work, and match supplemental training programs to ensure that associates meet the goals set for them. Having a comprehensive array of development goals will make this process more efficient and effective.

'Soft Skills' Training

Our Chair frequently has reminded associates that being a complete lawyer is very different now. It is no longer good enough simply to be a solid practitioner. To get ahead, associates now must possess a host of skills, including the ability to distinguish themselves both within and without a firm, to build business relationships, to interface with rapidly evolving technology, and to manage ever more complex matters. Providing additional training programs to support these needs (e.g., presentation, organizational and client development skills training) is critical to the overall success of any associate development program.

Career Coaching and Counseling

The experiential benefits, pay and perks of “BigLaw” life are balanced within a business model in which most associates are not promoted, and at some point will move on to in-house positions, other firms or other careers. Having a mechanism to focus associates on the longer term realities and opportunities available can be beneficial for both associates and their firms. An effective career counseling program provides associates with information and advice keyed to help them self-manage, build strategic relationships and set attainable goals. For firms, it establishes another linkage to help transition associates to in-house positions with clients, exit people in a positive manner and generally build good will both internally and externally.

Despite the impending shift in the BigLaw paradigm, firms should not hunker down and cede the gains and investment that they have made in associate development and satisfaction. There is no silver bullet, but a coordinated effort to reach associates on a human level, to provide guidance and targeted skills building opportunities and to deliver the tools to establish and execute on a career plan will pay big dividends both now and when we pass through the current economic unrest.

Chris Gardephe is the Director of Professional Development at Proskauer Rose LLP. Prior to joining Proskauer, he was the Associate Director of Associate Relations at Weil Gotshal & Manges LLP and a practicing attorney.

Well, perhaps that's a bit dramatic, but no reasonable insider can deny that we face a new reality when it comes to associate relations and development. We are now firmly on the edge of a great “reset.” Many commentators predict that rising associate salaries, special bonuses and lavish summer programs will soon be distant memories. As with many things affected by the sudden downturn in the economy, firms and associates have had to adjust their priorities rapidly. Most firms find themselves needing to cut costs and react to clients who have been hard hit financially. In this climate of uncertainty, the impetus will be on associates to self-motivate, focus on learning the craft and think deeply about what they really want from their careers. But what are those of us committed to developing the careers of associates to do? Rise to the occasion, of course, and continue to advocate that firms take a forward looking position when it comes to associate development and morale. I am pleased to say that our Executive Committee strongly supports this approach in words and deeds, but not all firms currently are heading in the same direction.

In this environment, firms should consider allocating available resources to implement the following initiatives (or further develop them, as the case may be):

Communication/Outreach Strategy

Start with the basics. Positive morale will continue to have a direct effect on the ability to recruit, retain and develop top talent. At both firms where I have been engaged in associate relations and development activities, we were able to enhance associate satisfaction in a significant way by facilitating effective lines of communication, building trust and helping to establish transparency in areas such as compensation, evaluations and promotions. This happens by rolling up one's sleeves and connecting with individual associates, while at the same time working to deliver as much insight and information as governance will allow. Periodic presentations from firm leaders need to be reinforced by organic, door-to-door outreach, so associates appreciate the nuances of what they are hearing, and the process needs to be ongoing based on the historical associate turnover rate of 20% annually. From a management perspective, the key is to recognize the value of such an initiative and to make sure that it gets done.

Associate Development Goals

Consider producing a firm-wide set of practice- and class-level specific development goals that will help to guide associates as they transition from year to year, assist evaluators in providing timely and useful feedback and aid development professionals in crafting targeted, supplemental curricula. Easier said than done, but this effort ' if well thought out and implemented ' will yield a way for associates to understand what is expected of them and assist firms in assessing and developing talent. Such a system also would be a key piece of the puzzle should a firm desire to move from lock step to a functioning merit-based compensation system or alternative promotion model. Without a way to measure performance in a detailed, apples-to-apples way across offices, departments and practice areas, merit-based compensation and/or promotion would be problematic.

Coordinated Training Curricula

With billable work on the decline, associates will rely more and more on targeted department/practice area programs to fill the gaps. It is not enough simply to offer standard CLE or even the traditional competency building programs. The need now is to step back and re-evaluate what skills are being delivered through the work, and match supplemental training programs to ensure that associates meet the goals set for them. Having a comprehensive array of development goals will make this process more efficient and effective.

'Soft Skills' Training

Our Chair frequently has reminded associates that being a complete lawyer is very different now. It is no longer good enough simply to be a solid practitioner. To get ahead, associates now must possess a host of skills, including the ability to distinguish themselves both within and without a firm, to build business relationships, to interface with rapidly evolving technology, and to manage ever more complex matters. Providing additional training programs to support these needs (e.g., presentation, organizational and client development skills training) is critical to the overall success of any associate development program.

Career Coaching and Counseling

The experiential benefits, pay and perks of “BigLaw” life are balanced within a business model in which most associates are not promoted, and at some point will move on to in-house positions, other firms or other careers. Having a mechanism to focus associates on the longer term realities and opportunities available can be beneficial for both associates and their firms. An effective career counseling program provides associates with information and advice keyed to help them self-manage, build strategic relationships and set attainable goals. For firms, it establishes another linkage to help transition associates to in-house positions with clients, exit people in a positive manner and generally build good will both internally and externally.

Despite the impending shift in the BigLaw paradigm, firms should not hunker down and cede the gains and investment that they have made in associate development and satisfaction. There is no silver bullet, but a coordinated effort to reach associates on a human level, to provide guidance and targeted skills building opportunities and to deliver the tools to establish and execute on a career plan will pay big dividends both now and when we pass through the current economic unrest.

Chris Gardephe is the Director of Professional Development at Proskauer Rose LLP. Prior to joining Proskauer, he was the Associate Director of Associate Relations at Weil Gotshal & Manges LLP and a practicing attorney.