LAW FIRM INTEGRATION OF NEW ASSOCIATE HIRES:
Making a New House a Home
While Bay Street may have its summer and articling programs fine-tuned to an art, integrating experienced lawyers making the move from another law firm is an entirely different art to master. With its own distinct issues, the adoption of any one standard model of integration is a challenge for many law firms. It must, however, be recognized that in today’s legal marketplace, a lawyer’s move from one law firm to another (a ‘lateral move’) has become an accepted means of optimizing one’s legal career and is now commonplace. The factors driving an associate to make a lateral move include professional development objectives, financial incentives, law firm culture and quality of associate management, and work/life balance policies and practices. Regardless of the factors influencing an associate to switch firms, lateral movement is a reality, and law firms should accommodate this trend by providing a positive integration experience for a new hire.
When integrating a newly hired lawyer, the firm is not only dealing with the simple introduction of its newest member to the existing group, but it must also blend his/her previous practice experience with the current organizational state of the firm. Management also has the responsibility to assist in acclimatizing the new hire to the way of life at its firm – its culture, and its own set of values and principles. In sharp contrast to an articling student or first year associate, new hires are arriving from a different landscape by entering the firm at a different stage of their career. Those early in their career are generally all at the same stage requiring similar information, orientation and training.
With the view to identify challenges faced by both new associate hires and the managers of several downtown Toronto law firms, we have canvassed representatives of both groups. In this issue of our newsletter, we will focus on the perspective of the newly hired associate, and our next issue will focus on a few of the integration methods in place at various law firms.
With respect to the role and responsibility of the new hire, the prevalent themes drawn from our research illustrate that each needs to take initiative and be proactive in order to ease their own transition. It is key for a new hire to carefully consider their optimal start date, be ready to work from day one, seek out mentors and confidants, and be direct about their expectations of the integration process.
PART ONE: THE “NEW HIRE” PERSPECTIVE – take charge of your lateral move
The Strategic Start Date
An often overlooked but important factor in a successful lateral move is to consider an optimal start date. In some cases, a new hire is eager to start their new position as soon as possible. However, one should consider other factors, such as the season, the cyclical nature of the practice area and the vacation plans of hiring partners, before setting a start date. For example, a litigation associate pointed out that many courts and administrative tribunals are in recess in the summer, so there is traditionally less work during these months.
A few associates advised that a lateral candidate should confirm whether the majority of their new colleagues would be available during their first few weeks so that introductions could be made and to ensure there was an adequate flow of work. The preference of these associates was to jump in during a busy period to prove early on that they could swim in a ‘sink or swim’ environment. Some other associates preferred to join their firms during quieter periods to give them time to acclimatize before taking on a heavy workload. The start date is strategic, and a new hire should aim to choose a date that best suits his or her preferences.
Show Up with your Pencil Sharpened
Many new hires arrive at their new firms with fond memories of a long and gentle articling training period, and are surprised to be handed a file on day one. Of the associates we interviewed, very few received any administrative or substantive training sessions, nor were they formally briefed on any firm policies beyond being given a weighty employee handbook. Typically, a new hire will be shown to his or her office and meet with a member of their technical department to deal with their computer and telephone set-up. After having lunch with one or more other lawyers, most got right to work that afternoon – regardless of whether they actually had an email account or sharpened pencils.
There are exceptions within firms with established lateral hire programs, and associates at these firms have had very positive transition experiences. One associate stated that the key to her integration was the personal involvement of the director of associate programs to ease her transition from day one through six months. The director was directly responsible for facilitating introductions to other lawyers and key administration people, arranging social functions such as lunches with different associate and lawyer groups, and organized a day and a half of training before the associate even touched a file.
Like the strategic start date, some new hires prefer to be thrown into the fire, while others prefer a more gradual transition into their billable work. Nevertheless, all new hires should be prepared to work on their first day, and inquire in advance as to what to expect of their new firm’s training and integration processes.
The Champ
Another key to a smooth lateral transition is to join forces (either formally or informally) with a successful partner – one who will act as the new hire’s main work facilitator, mentor and champion. Often, this partner has been actively involved in the hiring process and is formally tasked at the outset with the responsibility of ensuring the new hire’s integration into the business operations of the firm.
A number of new hires have suggested that the ideal ‘work mentor’ is a partner with an active practice and good relationships with others in the department. The champion should not only be responsible for ensuring that the new hire has an appropriate quantity and quality of the partner’s own work, but ensure that the new hire has introductions to and the opportunity to work with other lawyers, as well as to develop his or her own client base. However, the work mentor need not also be a social mentor as sometimes another lawyer is better placed to assist a new hire in navigating the firm’s social culture.
Regardless of whether a work mentor is formally assigned by a firm, all associates at every level are responsible for directing their own careers. Each new hire must take the initiative to present themselves (sometimes on numerous occasions) to his or her new colleagues and to pursue work that is of interest. Making a lateral move provides a rare chance to make a great first impression, and it should not be squandered by waiting for the new firm or mentor to take the initiative.Everybody Find a Buddy
Every new hire needs to feel comfortable in their new firm in order to establish a successful and fulfilling legal career, and that means creating a new social network within the firm. Some law firms have a formal process for helping to integrate their new hires, including assigning a peer mentor or buddy – usually a mid-level or senior associate. This person can make formal introductions to colleagues, arrange lunches with other associates or simply drop by the new hire’s office frequently to see how she is faring.
The best peer mentors are those that go out of their way to include the new hire in both official and unofficial activities. One associate who recently changed firms noted that even though there is a weekly opportunity to gather for drinks with others in the firm, members from his practice group do not usually attend, and finds it difficult for him to show up on his own. His ‘saving grace’ has been an outgoing senior associate that has taken him under her wing. Another associate notes that although his firm does not have a formal method of integration, he was invited to join a firm-sponsored sports team and made some great connections with other associates on the team.
Peer mentors are important from a business perspective as well. Generally, associates are more comfortable seeking out another associate to act as a sounding board for file-related concerns, provide precedents or answer firm policy-related questions. Rather than leaving a new hire to spin her wheels or track down a busy partner, it is much more productive to get a quick answer from another associate. Further, there are many issues that an associate is not comfortable initially raising with an evaluating partner, such as what the prevailing firm attitudes are towards maternity leave and flexible work arrangements. Whether peer mentorship is an official process implemented by the firm, or must be actively sought out by the new hire, it is a key aspect to any successful lateral integration.
LESSONS LEARNED
From a review of our research, it is clear that the transition for some new hires is tougher than for others. Fortunately, all of the new hires with whom we spoke are doing well and have blended into the fold within their respective firms. In our next edition, we will focus on the law firm perspective and tried-and-true techniques for best integrating new hires within a firm’s unique culture. Success stories abound, making lateral moves a more and more common career strategy, but the onus is on both the newly hired lawyer and his or her law firm to make a new house a home.
Special thanks to Lillian Sversky for her assistance on this project.