The Business Case For Professional Fulfillment: reactions to the report of the Boston Bar Association Task Force

The report of the Task Force is filled with recommendations on how legal institutions can promote professional fulfillment amongst attorneys. But the truth is that implementing the recommendations of the Task Force also makes good business sense. Providing better associate training and catering to the demand for alternative work options can translate into less attrition, better morale and higher quality legal services. There is clear evidence from other service professions and industry at large to validate this conclusion.

The End of Lifetime Employment
In the past two decades, there has been a dramatic shift in the workplace. Corporate downsizing and restructuring has put an end to guaranteed lifetime employment in the business world. In law firms, associates now recognize that lifetime employment is also an unlikely scenario. Call ten junior associates at any major firm in Boston and nine of them will indicate that they have no expectation of becoming a partner at their firm.


In order to remain competitive and maintain employee loyalty in this new environment, businesses have shifted to a new paradigm. In place of job security as a reward for hard work, the new quid pro quo is "Work hard and do your best. In exchange, have meaningful opportunities for professional growth and an employer who focuses on the quality and timeliness of the end product rather that the amount of time spent in the office."

Law firms that adapt to this new way of doing business will find more fulfillment in their ranks. Those who listen to the call for professional development and alternative work arrangements will also find it easier to retain good talent.

Non-Financial Considerations Have Grown in Importance
Research shows that today's professional work force is most concerned with non financial considerations when choosing a workplace. Salary is far from the top of the list of things most important about a job. A recent study by Robert Half International found that job seekers are likely to turn down higher pay to work for a company with a more progressive corporate culture. In a study by Coopers and Lybrand, achieving a balanced life was a number one career priority of college students today. Competitive salary was number five.

According to the Wall Street Journal, even big stock holders and analysts are beginning to focus more attention on non-financial factors when forecasting a company's future performance. The belief is that workforce quality and morale have a direct impact on customer satisfaction and therefore, stock price.

Between 1994 and 1996, Coopers and Lybrand cut the turnover of its newest star performers by 50%. The experience at Coopers and Lybrand provides a dramatic example of what can happen when flexible work options are made available to professionals. Many of the stars that remained at Coopers cited flexible work arrangements as the reason for staying. The media is also filled with stories that demonstrate the importance of flexible management. The Wall Street Journal reported in September that "as competition for skilled workers mounts, the workplace is getting flexible, fast." Even the ABA Journal recently reported that "flexibility" is the new buzzword in an environment once characterized by security, regularity and rigidity.

The BBA Task Force recommended that law firms create more part-time options for associates and partners. But part-time situations for working mothers is only the tip of the flexibility iceberg. In fact, flexibility can mean full time work with more options about when and where work is done. Telecommuting, true flex time, job sharing, non-partnership track positions and temporary attorney staffing are all examples of flexible arrangements that have been implemented at Boston firms.

Law Firms Need to Devote More Resources to Professional Development
Major law firms continue to devote tremendous resources to recruiting the best legal talent. Ask any law firm recruiting coordinator and they will tell you how much time is spent by partners, associates and administrative staff with on-campus recruiting. Ask any legal recruiter (a/k/a headhunter) how much a law firm is willing to pay for the best lateral talent and the numbers are sure to raise eyebrows. But ask any associate whether they think their firm can do more to help with associate professional development and the vast majority will answer "yes". This is clearly reflected in the Report of the Task Force.

The impact of this is apparent to any management consultant. As one Vice President of Human Resources put it "If somebody is making a big investment in you and really gives a damn about you, you get the sense you're not just filling a position--you're valuable." Wainwright Industries, a manufacturer of stamped and machined parts, knows the value of investing in employees. Since 1991 when the company implemented a program of continuous improvement, it has seen a steady increase in market share in its industry while at the same time, employee turnover has been very low. As part of the program, the company reinvests up to 7% of payroll into training.

Effective training requires a planned and comprehensive approach including opportunities for classroom learning as well as mentoring opportunities. As noted in the Report of the Task Force, firm compensation systems should reflect these priorities. Training needs to cover at least three areas: substantive training, management training and training in technology. The need for substantive training is obvious. The bottom line in a law practice is how well associates and partners are versed in the substance of a legal matter. But failing to give associates and partners guidance on how to better manage time, manage subordinates and make effective use of technology can also have a dramatic impact.

Use of the Internet provides a good illustration. Used properly, the Internet can be a rich source of information for lawyers in virtually every practice area. It can save a tremendous amount of time by providing the user with desktop access to literally millions of databases. Used improperly, the Internet can become the all time king of time wasters. Delegation is another good example. As referenced in the BBA Report, partners who have not learned to delegate assignments in a timely fashion end up with hours of wasted associate time as the associate stays in the office until midnight reinventing the wheel. Not only does this wreak havoc on the associate's efforts to have a balanced life, but it is also bad for the client.

Conclusion
High turnover rates and poor training undermine the effectiveness of any organization. A law firm that is trying to compete in a crowded marketplace for legal services can ill afford the inefficiencies that occur when turnover is high and associates are not properly prepared to do the work that they are assigned. A firm's ability to compete can also be undermined by the negative impact that high turnover has on morale. Following the recommendations of the BBA Task Force on Professional Fulfillment will create a happier pool of associates and partners. But focusing on professional development and flexible work options is also a way to retain top talent and keep productivity and quality high. As one associate put it, "Partners should treat associates the same way that they treat clients." Firms that heed this advice will be happier places. But they will also be the financial winners.

About Harrison Barnes

Harrison Barnes is a prominent figure in the legal placement industry, known for his expertise in attorney placements and his extensive knowledge of the legal profession.

With over 25 years of experience, he has established himself as a leading voice in the field and has helped thousands of lawyers and law students find their ideal career paths.

Barnes is a former federal law clerk and associate at Quinn Emanuel and a graduate of the University of Chicago College and the University of Virginia Law School. He was a Rhodes Scholar Finalist at the University of Chicago and a member of the University of Virginia Law Review. Early in his legal career, he enrolled in Stanford Business School but dropped out because he missed legal recruiting too much.

Barnes' approach to the legal industry is rooted in his commitment to helping lawyers achieve their full potential. He believes that the key to success in the legal profession is to be proactive, persistent, and disciplined in one's approach to work and life. He encourages lawyers to take ownership of their careers and to focus on developing their skills and expertise in a way that aligns with their passions and interests.

One of how Barnes provides support to lawyers is through his writing. On his blog, HarrisonBarnes.com, and BCGSearch.com, he regularly shares his insights and advice on a range of topics related to the legal profession. Through his writing, he aims to empower lawyers to control their careers and make informed decisions about their professional development.

One of Barnes's fundamental philosophies in his writing is the importance of networking. He believes that networking is a critical component of career success and that it is essential for lawyers to establish relationships with others in their field. He encourages lawyers to attend events, join organizations, and connect with others in the legal community to build their professional networks.

Another central theme in Barnes' writing is the importance of personal and professional development. He believes that lawyers should continuously strive to improve themselves and develop their skills to succeed in their careers. He encourages lawyers to pursue ongoing education and training actively, read widely, and seek new opportunities for growth and development.

In addition to his work in the legal industry, Barnes is also a fitness and lifestyle enthusiast. He sees fitness and wellness as integral to his personal and professional development and encourages others to adopt a similar mindset. He starts his day at 4:00 am and dedicates several daily hours to running, weightlifting, and pursuing spiritual disciplines.

Finally, Barnes is a strong advocate for community service and giving back. He volunteers for the University of Chicago, where he is the former area chair of Los Angeles for the University of Chicago Admissions Office. He also serves as the President of the Young Presidents Organization's Century City Los Angeles Chapter, where he works to support and connect young business leaders.

In conclusion, Harrison Barnes is a visionary legal industry leader committed to helping lawyers achieve their full potential. Through his work at BCG Attorney Search, writing, and community involvement, he empowers lawyers to take control of their careers, develop their skills continuously, and lead fulfilling and successful lives. His philosophy of being proactive, persistent, and disciplined, combined with his focus on personal and professional development, makes him a valuable resource for anyone looking to succeed in the legal profession.

About BCG Attorney Search

BCG Attorney Search matches attorneys and law firms with unparalleled expertise and drive, while achieving results. Known globally for its success in locating and placing attorneys in law firms of all sizes, BCG Attorney Search has placed thousands of attorneys in law firms in thousands of different law firms around the country. Unlike other legal placement firms, BCG Attorney Search brings massive resources of over 150 employees to its placement efforts locating positions and opportunities its competitors simply cannot. Every legal recruiter at BCG Attorney Search is a former successful attorney who attended a top law school, worked in top law firms and brought massive drive and commitment to their work. BCG Attorney Search legal recruiters take your legal career seriously and understand attorneys. For more information, please visit www.BCGSearch.com.