HR on a global scale

Comparing HR methods in the UK, Asia and Australia

Once regarded as an administrative process human resources is now considered to be a discipline worth putting at the forefront of business development. Rhonda Livingston of Learned Friends assesses the impact of HR across three continents – UK Asia and Australia – and compares the approach law firms are taking to flexible working practices training appraisals and the role of the human resources department.

In putting this article together I was struck by how very similar the approach to human resource is within our client base (UK Asia and Australia) across the globe. What has emerged is that the significance of the issues is far greater now than even five years ago.

Law firms are very definitely embracing a positive stance to encouraging a healthy approach to the work/life questions and putting in place whatever structures and systems necessary to enable their lawyers to take advantage of these changed attitudes.

If a firm is not large enough to sustain a full HR department then the responsibility is usually given to individual partners and the practice manager and/or other associate lawyers. All jurisdictions agreed that human resources are among the most important elements to the success of the firm and should therefore be nurtured through whatever means are deemed appropriate. As they say care for your staff and the benefits will come back to you in spades.

In his inspiring book Why Lawyers Should Eat Bananas Simon Tupman the former London and New Zealand solicitor turned writer and public speaker notes: “It has been said many times – do what you love and the money will follow. The world of business is not about balance sheets or corporate entities. It is about people. Regrettably law school doesn’t seem to address this issue or equip graduates with the necessary people skills to get ahead.”

Tupman talks about the human side of the practice of law and the increasing need to inject this into any practice. From our vantage point there has been a vast improvement on the good old days where ‘this is how things are done like it or lump it’ was the guiding principles.

Now we see more often an emphasis on workplace development teamwork a supportive attitude to personal balance and a healthy approach to work and lifestyle issues.

Flexible work practices – how does it translate

Lawyers are expected to balance their workload client needs and court requirements and to work hours to suit those conditions so the issue of flexibility is not new to practices. But in these times a very different emphasis is emerging. Unsurprisingly women wanting greater time with children use today’s flexible work arrangements. Flexible working time options are manifested differently but offered in some form everywhere.

Hong Kong’s Baker & McKenzie offer flexible part-time work to anyone who asks for it. But of its 644 staff of partners associates trainees and paralegals no male has ever sought it.

Sparke Helmore a Sydney firm employing 450 people is well known for its family-friendly balanced approach to the work-personal life equation. Once again mainly women use flexible work particularly those returning to work after maternity leave.

Job-share arrangements are also open to them as are opportunities for working from home. One man who has taken advantage of the situation works from home one day a week.

In line with the flexible working policies adopted by most companies a variety of other lifestyle benefits are supported such as gym memberships as well as other health and well-being activities. Mallesons Stephen Jaques with a total of 987 lawyers worldwide is very supportive of its lawyers undertaking extra study and provides financial support as well as time off. In all firms the practice of accruing annual leave entitlements is discouraged as much for the health of staff as any other consideration.

The role of the HR department

HR functions are predominantly controlled in-house except for recruitment in consultation with agencies. London’s Capsticks is a good example – all its HR activities are dealt with in-house except in the case where the streamlining of the recruitment process is called for in which case external consultancies are used.

Sparke Helmore has a highly consultative and inclusive culture which its HR director puts down to the people skills of its national managing partner. They have regular state-of-the-firm addresses broadcast through a weekly bulletin.

In firms with an HR department most of the people development education and training activities are carried out in consultation with senior partners. Universally this is regarded as a vital function with a direct impact on client services.

At Mallesons Stephen Jaques outside consultants are engaged for specific projects but all the people development activities are run by human resources education and development staff. Partners and senior lawyers are actively engaged in performance reviews and education and development activities.

A small Sydney firm Pigott Stinson Ratner Thom which has 34 employees has no set policy in flexible working but much of case preparation is done at home by solicitors. In this instance those who take advantage of the system are equally split between males and females.

Appraisals

Appraisals are integral to all contemporary workplace cultures. They are part of the nurturing procedure and are closely linked with development and training processes which are specifically tailored to individual needs.

Sparke Helmore rolls out a quarterly programme of appraisals which has two stages: a competency assessment and a professional development programme – for those who want to move into a different legal discipline. Once the assessment has been completed the progress of individuals is tracked over three reviews. In Hong Kong Baker & McKenzie conducts appraisals once a year in the form of a written evaluation discussed in a meeting between the lawyer’s supervising partner and another partner. Where necessary an action plan is developed for the following 12 months.

Capsticks have yearly appraisals with junior lawyers that are conducted by senior lawyers or line managers. Training is given automatically upon request and is monitored and followed up on a three-monthly basis. Mallesons in Melbourne see appraisal as a ‘living’ and ongoing process and as a result frequent and direct feedback is encouraged within all the practice teams. Performance review and feedback is set against a framework of agreed performance benchmarks.

Training

In all companies there is a mix of in-house and external training. As in many professional environments some training has to be undertaken to meet licensing requirements. One of our smaller clients Pigott Stinson Ratner Thom uses weekly committee meetings to maintain knowledge of changes to the law. From the weekly meetings monthly in-house training sessions for all solicitors result covering general issues of practice as well as legal procedures.

Many of our clients use outsourced training. There is a very strong culture of training in Sparke Helmore both for continuing legal education and the soft skills such as time management public speaking or goal-setting. However some training is outsourced when demand is high enough. Coaching is offered in the form of mentoring career planning and cross-training. This is where the HR department sets the content and a consultant familiar with the culture of the firm is engaged to manage the program.

While formal training programmes may not always be in place active encouragement of young lawyers to work overseas and gain international experience is often visible. Young lawyers at Norton White are encouraged to work for a period in overseas affiliates such as Richards Butler in London.

Like a number of other major companies in Asia Hong Kong’s Baker & McKenzie sends associates on their Asia Pacific Secondment Programme a three-month rotation through Baker & McKenzie’s Asia Pacific offices. It also conducts in-house weekly professional development training. It is an example of a company providing scholarships for their lawyers to undertake postgraduate studies overseas or to spend one to two years in an overseas branch.

Mallesons has a very strong relationships-based business philosophy and conducts education and development programmes both internally and externally. These are designed to give staff top-class legal skills and a good understanding of both the commercial and regulatory environment in which the firm’s clients operate.

Once regarded as little more than an administrative adjunct to a practice today a tight focus on HR creates a vibrant and appealing work environment capable of attracting – and keeping – the best legal minds.

Rhonda Livingston is managing director of the Learned Friends Group. She can be contacted on +44 (0)207 583 5955 or rliving@learnedfr.com.