Lexpert Magazine

LEXPERT MAGAZINE | MAY 2019 23 Associate Hiring\ Retention – Diversity is finally getting the attention it deserves. Clients are now demanding it. Diversity is absolutely necessary for any firm, large or small, if you want to expand your client base. It will make your firm more attractive to existing clients, it will broaden your po- tential client pool and it will make your law firm more interesting. However, law firms are struggling with equity and diversity is- sues and few firms can take credit for doing a great job at it. Below the surface things are largely the same and change has been too slow. Most firms should have a diversity officer whose primary focus is to recruit- ment and retention. Large and medium size firms have the resources to support this role. e diversity program needs to be monitored, updated, revised and always supported by the Partners. ere needs to be a long term commitment beyond the hiring stage of an associate's career in order to achieve long term success on achieving a diverse workplace. Retention of associates is becoming a se- rious challenge for most firms. Associates are just different these days. Many young associates are still chasing the big salary and partnership but many associates want more than that. ey want flexible hours of work, less responsibility, a good culture that reflects their own beliefs and ethics, understanding from their employer, excit- ing work, time off to travel and the chance to explore other job opportunities. Few as- sociates want to make a life commitment to the firm when they sign up. e genera- tion that grew up with social media want exciting lives and exciting opportunities and definitely do not contemplate staying at one firm for their entire career. Law firm recruiting costs significant money for firms in terms of hours and ex- penses and training. It also has a impact on client relationships. Firms must keep tract of their turnover rates, conduct exit interviews and change how they recruit and how they support young associates. But there has to be more. Firms have made little, to no improvement on how they actually support their associates. For the most part new associates are expected to fall into the line and fit into the culture of the firm to survive. e problem is that very few associates make it to partnership these days and money alone will not keep them engaged. Many associates either cannot handle the workload, the stress or simply do not want to. Firms need to change the culture of the firm, sup- port robust health care and alternative medicine options, and provide innovative ways to keep young associates engaged and healthy. Mental health issues in the workplace are increasing. Associates are more likely to suffer anxiety, depression and other health issues early on in their careers. ey will expect understanding from the firm and will demand accom- modation, or they will leave. Firms need to change their expectations of associates and how they expect the work to be done. Flexibility on work location, educational and personal time sabbaticals, properly managed secondments and dress code is a good place to start. Face time is less important these days and business suits are less common. Firms need to focus on legal skill and talent and worry less about how many hours the associate spends at the office. Allowing associates to work re- motely and having social events that allows interaction with firm members is an option that can work but it would require a signifi- cant cultural shi at the firm. e point is, most associates need more handholding in addition to a mentor and a champion. Firms will need to adapt to this develop- ment if they want to attract and retain high quality talent. PHOTO: SHUTTERSTOCK

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