Spring 2016 issue of Horizons

LAW FIRMS

Feedback can be solicited at the project level (for example, a partner providing feedback on a specific associate for performance on a particular matter), then analyzed by associate assigned mentors. Documentation of this feedback and providing it in a transparent manner to associates is important to ensure clarity. Moving Forward A law firm is in the business of selling a product that is created by the skills and collective knowledge of its professional staff. Developing that product includes making investments in the firm’s talent base in an effort to ensure long-term success. There are no quick fixes and talent development requires an intense, ongoing and continuous effort. For your firm’s succession plan to succeed, the successful development of associates is key in maintaining a firm’s culture and client base.

Mentoring is not easy. It requires a genuine interest by firm leaders in each individual associate. Firms can vary in addressing mentoring. Some firms have formal programs in place to assign partners or other firm leaders to specific associates based on expertise or other industry specialties. These leaders are then entrusted to ensuring associates can successfully navigate the firm and build careers. Within the 2015 Midlevel Associates Survey, the lowest marks were consistently given to firms with regard to clearly communicating how associates can make partner. Through frequent meetings and a genuine interest in their associates, leaders and partners can help bridge this communication gap. By providing frequent feedback to associates, they will have an easier time keeping careers in-line with their goals. Another key component to developing associates is the implementation of a process that solicits, collects and analyzes feedback from firm leadership or associates’ direct supervisors.

RubinBrown’s Law Firms Services Group RubinBrown has a dedicated business unit to serve the unique needs of law firms staffed with professionals experienced in working with service focused organizations.

Matt Finke, CPA, CGMA — St. Louis Partner-In-Charge Law Firms Services Group 314.290.3365 matt.finke@rubinbrown.com

Don Esstman, CPA — Denver Partner Law Firms Services Group 303.952.1284 don.esstman@rubinbrown.com

Kristin Bettorf, CPA — St. Louis Partner & Vice Chair Law Firms Services Group 314.290.3416 kristin.bettorf@rubinbrown.com

Mary Ramm, CPA — Kansas City Partner Law Firms Services Group 913.499.4406 mary.ramm@rubinbrown.com

page 38 | horizons Spring 2016