Talent in the Legal Profession
How to Attract, Retain and Engage Top Talent
Häftad, Engelska, 2024
Av Anne Harnetty, Jean-Baptiste Lebelle, Catherine McGregor, Patrick J McKenna, Victoria Cromwell, Charlotte Smith, Caroline Vanovermeire, Kathryn Rousin, Alice Boullier de Branche, Lara Selem, Rebecca Holdredge, Molly Peckman, Heather Suttie, Robert Dudley, Chrissie Wolfe, Tea Hoffman, Tara Waters, Becky Jo Morgan, Serena Brent, Sophia Margetts, Suhail Mayor, Patrick J Mckenna
2 949 kr
Beställningsvara. Skickas inom 5-8 vardagar
Fri frakt för medlemmar vid köp för minst 249 kr.Attracting and retaining talent within the legal field is a key issue. Talent in the Legal Profession: How to Attract, Retain and Engage Top Talent sheds light on the pressing issues that law firms face in in order to secure and maintain top-level legal talent.
Produktinformation
- Utgivningsdatum2024-04-25
- Mått156 x 234 x 11 mm
- Vikt444 g
- FormatHäftad
- SpråkEngelska
- Antal sidor203
- FörlagGlobe Law and Business Ltd
- ISBN9781837230006
Tillhör följande kategorier
- Executive summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ixAbout the authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xvChapter 1: Why is there a talent acquisition and retention battle? . . . . 1By Anne Harnetty, managing director, Jonson Beaumont LtdWhat were people looking for pre-COVID compared to now? . . . . . . . . 3What do value propositions look like? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4Will firms have to redefine their recruitment strategy to deal with the current market conditions? . . . . . . . . . . . . . . . . . . . . . . . 5What part does culture play in the retention battle? . . . . . . . . . . . . . . . . . 8What do staff really want? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10Chapter 2: A career in law – changing attitudes to the legal profession . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15By Victoria Cromwell, head of new business and account management, BARBRIThe changing face of the legal profession and its effect on recruitment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15Generative AI – friend or foe? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17Wellbeing and the legal profession . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18New routes to qualification . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19Attracting talent early from diverse talent pools . . . . . . . . . . . . . . . . . . . . . 20Do aspiring solicitors still view law as a “career for life”? . . . . . . . . . . . . . 21In-house and beyond – alternatives to private practice . . . . . . . . . . . . . . 23Has the legal profession lost its shine? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24Chapter 3: Changes to the legal profession – how a career in law could look . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27By Charlotte Smith, founder, Level7Entering the profession . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27A career in the law . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28The legal profession’s sex and elitism . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29The motherhood penalty . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29Motherhood from a wider lens . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30Peak to pivot – the journey beyond . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31Redefining legal careers – adapting to new trends . . . . . . . . . . . . . . . . . . . 32Silicon Valley as a catalyst for change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33What does the future look like? A technology-driven legal evolution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34The change catalyst of 2020 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35The changing face of modern legal professionals . . . . . . . . . . . . . . . . . . . . 36Traditional views on making partner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37Adapting to AI and multidisciplinary expertise . . . . . . . . . . . . . . . . . . . . . . 38Culture and leadership in the law . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38Advocating for change in the legal profession . . . . . . . . . . . . . . . . . . . . . . . 39Chapter 4: The SQE and QWE – building a talent network for the future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43By Robert Dudley, head of employability and engagement, BARBRIUpskilling and building commercial teams . . . . . . . . . . . . . . . . . . . . . . . . . . 44Paralegals and the QWE “bank” . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46Growing talent from the ground up through apprenticeships . . . . . . . 47Creating a new and improved workforce with improved diversity and inclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50Chapter 5: What do recent graduates and junior lawyers really want from firms? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53By Serena Brent at Mayer Brown, Sophia Margetts at Osborne Clarke, Suhail Mayor at DLA Piper, and Chrissie Wolfe, LAB ConsultancyChapter 6: Attracting and retaining diverse talent . . . . . . . . . . . . . . . . . . . . 65By Caroline Vanovermeire, global director of talent, leadership, and organizational development, Dentsu and Kathryn Rousin, global director of learning and development, White and Case LLPIntroduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65Understanding underrepresented talent pools in law firms – navigating diversity and inclusion . . . . . . . . . . . . . . . . . . . . . 65Progress and strategies for attraction and inclusion . . . . . . . . . . . . . . . . . 69The role of employer branding and employee value proposition in law firms – strategies for success . . . . . . . . . . . . . . . . . . . 73Engaging and retaining diverse talents in law firms – nurturing a culture of inclusivity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76Chapter 7: Firm culture and the importance of trust . . . . . . . . . . . . . . . . . . 81By Jean-Baptiste Lebelle, head of HR, and Alice Boullier de Branche, senior HR manager, Allen & OveryIs loyalty an old-fashioned notion? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81Taking into account the expectation of the new generation . . . . . . . . . 83The different leverages of a firm’s culture that have an impact on talent retention . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85How to build a firm culture that is attractive . . . . . . . . . . . . . . . . . . . . . . . . 87The importance of designing and delivering an authentic people’s promise . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89Chapter 8: Redefining legal talent – a question of purpose . . . . . . . . . . . 91By Chrissie Wolfe, solicitor and founder, LAB ConsultancyIntroduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91What is the expected talent lifespan? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92What is the primary purpose of the business during that time? . . . . . 95What skills and attributes do we need to align with that purpose? . . . 99Where do we find this talent? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102Chapter 9: Interpersonal relationships and (re)building a culture of firm loyalty . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105By Lara Selem, co-founder, Selem Bertozzi ConsultingIntroduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105The impact of remote work on interpersonal dynamics in law firms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105Strategies for effective communication in the virtual era . . . . . . . . . . . 107Fostering social connections in hybrid work models . . . . . . . . . . . . . . . . . 109Prioritizing mental health and wellbeing . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110Cultivating a culture of loyalty in law firms . . . . . . . . . . . . . . . . . . . . . . . . . . 112The role of leadership in shaping the firm’s culture . . . . . . . . . . . . . . . . . . 113Innovative approaches to team building and engagement . . . . . . . . . . 115Facing challenges in building loyalty to the firm . . . . . . . . . . . . . . . . . . . . 116Future outlook . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118Chapter 10: What legal can learn from other industries . . . . . . . . . . . . . . 119By Tea Hoffmann, managing principal, Law Strategy CorpHire based on need, not on tradition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120Design an innovative hiring process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 121Overhaul your interview process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 122State your expectations and hold your lawyers accountable . . . . . . . . . 123Create an extensive onboarding process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 124Create meaningful mentor relationships, not just mentoring programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 126Undertake mentor training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129Chapter 11: The impact of technology on attracting (and retaining) talent . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131By Tara Waters, partner and global chief digital officer, Ashurst LLPIntroduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131A short history of the evolution of technology in law . . . . . . . . . . . . . . . . 131The role of technology in law . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 133A growing and diverse legal talent base . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 134How technology impacts talent . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135Technology as a positive differentiator for new talent . . . . . . . . . . . . . . . 136Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 139Chapter 12: Beyond the bonus – rethinking the approach to motivating legal talent . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 141By Rebecca Holdredge, director of knowledge management, and Becky Jo Morgan, director of practice operations, Levenfeld Pearlstein, LLCThe call for change – shifting professional desires . . . . . . . . . . . . . . . . . . . 142Unlocking potential – the power of non-financial incentives . . . . . . . . 144How emerging departments can energize talent . . . . . . . . . . . . . . . . . . . . . 147Looking ahead – the future of motivation in a law firm . . . . . . . . . . . . . . 149Integrating new motivational approaches . . . . . . . . . . . . . . . . . . . . . . . . . . . 150Chapter 13: Developing talent in the exponential age . . . . . . . . . . . . . . . . . 153By Catherine McGregor, director of professional development at Chief Legal Executive, and executive coachFuture readiness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 156The legal department talent landscape . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 157Reframing development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 157Impact of remote working . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159Benefits of coaching on professional development in the legal profession . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 160Leader as coach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 162Differences in feedback given to women and minority ethnic individuals and how to correct biases . . . . . . . . . . . . . . . . . . . . . . 163Chapter 14: A little HELP – rewarding and nurturing talent . . . . . . . . . . . 167By Molly Peckman, founder, Molly Peckman Training & DevelopmentIntroduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 167H = Honesty . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 168E = Empathy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 170L = Listening . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 171P = Professional development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 173Next steps for partners who want to HELP . . . . . . . . . . . . . . . . . . . . . . . . . . . 174Chapter 15: Keep your talent engaged – how to cultivate a skill building discipline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 177Patrick McKenna, author, lecturer, strategist, and advisor to the leaders of premier law firmsStep 1: Begin to develop a learning culture . . . . . . . . . . . . . . . . . . . . . . . . . . . 179Step 2: Encourage partners to debrief on their most recent client matters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 179Step 3: Have groups debrief together on engagements . . . . . . . . . . . . . . 180Step 4: Capture and codify each group’s knowhow database . . . . . . . . . 183Step 5: Have each partner identify their personal skill gaps . . . . . . . . . . 184Step 6: Ensure the creation of personalized skill-building plans . . . . . 185Step 7: Ensure that each partner“owns”their career development . . 186Step 8: Include skill development in goal setting, evaluation, and reward . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 186Step 9: Have an investment fund available to finance projects . . . . . . 187Step 10: Communicate success stories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 187Chapter 16: Succession – transition strategies for lawyers, law firms, and clients . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 189By Heather Suttie, legal market strategy and management consultant, Suttie.Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 189Prepare for a wave of retiring partners . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 190Law firms are businesses – run them that way . . . . . . . . . . . . . . . . . . . . . . . 190Smooth succession is reliant on culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 191Clients of the firm versus clients of the individual . . . . . . . . . . . . . . . . . . . 192Succession plans must be transparent . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 192Voice of the client is key to smooth succession . . . . . . . . . . . . . . . . . . . . . . 194The value of embedding, secondments, cohort laddering, and cross-service teams . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 195Coming to terms with succession . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 196Alumni programs keep talent engaged and connected . . . . . . . . . . . . . . 197Alumni programs are a winning business strategy . . . . . . . . . . . . . . . . . . 198A strong network is the backbone of a robust alumni program . . . . . . 199Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 200About Globe Law and Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 203