The firm is in the process of overhauling its current system, in which partner transfers are agreed on an ad hoc basis. A more centralised operation will enable the firm to be more proactive on the selection of partners for transfer between jurisdictions.
Partners will continue to negotiate their terms regarding issues such as remuneration on an individual basis, but the firm hopes to encourage more movement, especially in practice areas such as corporate and finance.
Bakers chairman John Conroy said: “So far, partner transfers have been done in an ad hoc way and we wanted a more systematic process that directly supports our firm strategy and, in particular, our prioritised transactional practices.”
Another Bakers partner commented: “An increasing number of partners are wanting to move between different offices — a formalised process will probably enhance this. A lot of the movement is driven by client demand, so the programme should help us better serve those clients.”
The move is being overseen by head of talent management Greg Walters and will be an extension of the firm’s associate transfer programme, which has been in existence for 20 years. The move also reflects the US-based law firm’s drive in recent years to transcend its ‘franchise’ model to forge a genuine international practice.
Meanwhile, Bakers is ushering in a new leadership training scheme for partners who are in, or have been earmarked for management roles, such as client relationship partners and practice group heads.
The 750-partner firm is pairing up with the
