Competition for talent in the
For many international firms, training presents an additional set of issues: with the bulk of headcount located outside the
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Over the years, I have found that, no matter how tempting it might be to delegate the bulk of training and development duties to a single fee earner, diversification of training resources, responsibilities and opportunities is the key to a successful training programme. It is also important to analyse carefully the strategic importance of each element of our training and development programmes, from our summer schemes through to our senior associate programmes, to ensure that the programmes are as effective — and our resources are deployed as efficiently — as possible. This involves a significant investment of senior lawyer time. As training principal, I have to be able to justify the number of fee earner hours spent on training per lawyer annually. In other words; to show that, where an election is made to invest fee earner time in training and development rather than to outsource those functions, the investment will deliver tangible and commensurate results for the business.
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Training takes two distinct forms: First, formal training, which is offered through a regular training programme — focusing on both UK and US law — in which we ask almost all of our senior lawyers to participate. This engages senior lawyers in the training process and provides insights from lawyers who are not only experts in their field but also have a thorough understanding of the market in which they operate, appreciate the firm’s particular business needs, and tailor their training accordingly.
Secondly — perhaps most valuable — is on-the-job training. Trainees sit with senior lawyers for all of their seats and we expect supervisors to take their obligation to provide training seriously.
Another important element of diversification is associate and counsel involvement. In my experience, all too often firms succumb to the temptation to reserve training to what is perceived to be higher ranks — after all, are the partners not the ones with enough experience to teach the younger generation? Of course, in reality, associates and counsel often have just as much, if not more, to share with those still learning the ropes — both from a practical and technical perspective. An ancillary benefit of associate involvement is engaging associates as part of a team — as well as reducing the pressure on the partners who already carry significant management responsibilities. Associate and trainee buddying programmes are also an invaluable tool — even where an open-door policy is encouraged, trainees also often feel more comfortable raising questions with associates and the buddying programme facilitates that. This programme can work particularly well in smaller offices where the fee earners are inevitably closer to the business and get to make more decisions earlier on in their career.
Diversification also extends to non-legal staff. Training principals should not underestimate the value of involving human resources and other support functions in the training programme — particularly induction programmes, which tend to include modules on professional ethics, business development, marketing and management and similar topics. And why not ask secretarial staff to deliver a training session for trainees on how to use your secretary effectively? In our experience, involving the whole team in the process pays dividends and delivers business-focused results that can be invaluable.
But what about the role of the wider firm? Can, or should, the law firm as a whole take responsibility for the younger generation? Clearly, the answer is yes. In an increasingly global market, understanding of other legal markets is a valuable tool for associates. Smaller offices can participate in firm-wide training programmes, particularly ‘soft skills’ training including presentation, writing and other skills. The retreat formula — bringing together a targeted group of fee earners from different jurisdictions — can also work well and foster a sense of participation in the larger firm community.
Given the time restrictions that go hand-in-hand with running a relatively compact, yet high-performing office, an innovative approach to training is key to securing better results more efficiently. In fact, time limitations need not be a disadvantage — from experience, the success of a training module depends on the degree of its engagement with the audience and its practical value, rather than the hours spent on its preparation or delivery. Secondments with clients also work well in providing young associates with a business-oriented perspective. We have found also that a formal long-term associate mentoring programme works well to support career development.
So, how to measure the success of a training programme that has to deliver tangible results? For better or worse, the facts should speak for themselves. Retention rates among trainees and newly-qualified lawyers are an important indicator. With the firm having invested so much time in the training programme, do trainees want to stay? Do the senior lawyers they work with — particularly in other offices — recognise the added value of junior associates having received their training in-house? Do associates, once qualified, stay with the firm? Further down the line, are associates who trained with the firm successfully clearing the partnership hurdle? If each of these questions can be answered in the affirmative, then the return-on-investment in training is easy to demonstrate.
The unique challenges of the international firm environment give rise to unique opportunities for training and career development. By exploiting these opportunities, international firms are well placed to accord their trainees superlative training and career advancement and, in doing so, position themselves to attract and retain top-notch legal talent. In a competitive market, the business rationale for investing in a vibrant and successful training programme are clear.
Louise Nash is deputy managing partner and training principal of the
