Managing Partner archive

Volume 10 Issue 1

SO BRITS are getting even grumpier if a new study from Cambridge University is to be believed. Academics found the UK ranked ninth out of 15 European countries for ‘happiness’ in 2004 – a drop on the previous (2002) survey’s findings. More specifically, several parts of the nation have apparently slipped from a happiness rating of eight to a slightly shakier 7.5 in just two years.

The research was led by one Dr Luisa Corrado, who identified a possibly predictable “falling trust in government, the police and other institutions”, but also “higher social distrust”, as key reasons for a more miserable overall outlook.

Regardless of your cynicism when it comes to such surveys, however, rising expectations in the 21st century lead us all to view life more critically. Aspirations to a truly integrated Britain may still have some way to go, but there can be little doubt that everyone’s demands are also growing in what has become – whether for better or worse – a ‘have it all’ society.

Certainly, a more ‘vocal’ workforce is something that all businesses – including law firms – are finding it necessary to address as a priority. Some may even suggest bosses should view key members of personnel more as clients than staff – making it just as clear how much they want to retain them. Areas such as autonomy; respect; flexibility; training; and clear, varied career prospects at a firm are just some of the considerations for management as they continue trying to keep the talent happy.

The widely reported inaugural ‘away day’ for Freshfields associates is one recent example of the profession’s efforts to address staff concerns, and this issue of Managing Partner takes a closer look at some other firms’ approaches to employee engagement.

But firms also seem to be waking up to the business case for a more diverse workforce. Although doubtless dismissed by some as a tick-box or purely client-driven exercise (most recently JPMorgan called for its panel firms to demonstrate commitment to sexual-orientation diversity), others clearly recognise that diversity can deliver results of itself.

Simply put, different people from different backgrounds may well do things differently: challenging assumptions; identifying improvements; complementing one another in a team scenario; and ultimately boosting productivity.

And by delivering a workplace where all are clearly treated equally and encouraged to succeed, it seems unlikely a firm would do any harm to its employees’ collective happiness either.

On a separate note, it is with great pleasure that I welcome a new member to the Managing Partner editorial board – in fact the first new face I have introduced since taking up the helm. Nicola Davies is chief executive of Mourant Ltd. She became deputy managing partner of offshore law firm Mourant du Feu & Jeune in 2002, overseeing the transition from partnership to a corporate structure the following year. I would also like to thank Michael Simmons of Finers Stephens Innocent for his very valuable input into the magazine during his time on the board.

Richard Brent

Editor

Features

Opinion: Thought leader This article is for subscribers only
My opening question when training lawyers on diversity is ‘what does diversity mean to your firm?’ Just a year ago I would have expected a look of mystification from my audience. By Sasha Scott, managing director, Inclusive Diversity Ltd

Feature: Providing the personal touch This article is for subscribers only
Ollerenshaws is one smaller, regional firm to have seen how developing a flexible-working and family-friendly culture can reap benefits when attracting talent from the top 100.

Case study: Moral matters This article is for subscribers only
Reed Smith Richards Butler LLP recently created the role of UK pro bono and community manager to handle the issue and harmonise operations in the wake of an international merger.

Case study: Consulting on careers This article is for subscribers only
Simmons & Simmons is testing two initiatives designed to offer a more consultative approach to career progression and working patterns.

Case study: Paths to progress This article is for subscribers only
Embracing flexible-working patterns is one way firms can adapt their practices to see more female lawyers remain and move into partnership. Addleshaw Goddard undertook a wide-ranging review of female-retention policies while also embarking on a practice ‘pathfinder’ project.

Opinion: Changing faces of the law This article is for subscribers only
In March 2006, the Black Solicitors Network (BSN) published a Diversity League Table Survey of the largest UK law firms. The survey, the first of its kind, gave a detailed analysis of the ethnicity and gender composition of leading law firms, from partner to paralegal.

Case study: Training together This article is for subscribers only
It isn’t just the government that wants law firms to look closely at the backgrounds of their employees. Clients are also becoming increasingly selective, with a number recently demanding evidence of action on diversity. Weil Gotshal and Manges now delivers structured diversity training in London.

Case study: Enhancing inclusion This article is for subscribers only
In April 2006 Herbert Smith appointed a dedicated diversity and inclusivity manager to provide clear direction on the firm’s diversity programme.

All the difference... This article is for subscribers only
As an industry traditionally dominated by white males, the legal profession has had to make big strides when it comes to diversity. Clients increasingly want evidence of a commitment, and now even the government is taking a keen interest in how firms are rising to the challenge.