When Freud asked "What do women want?" he really meant that he had no idea what women want and he was at a loss to explain their bewildering behavior. Freud didn’t have the advantage of the plethora of data available to today’s law firm. Associates are telling us what they want. Is anyone listening?

Last month, The American Lawyer printed the results of its annual associate survey. For those of you who don’t subscribe to the magazine, you can obtain copies of the survey directly from The American Lawyer by e-mail: info@amlaw.com

The survey is full of information on the levels of job satisfaction among third and fourth year associates at mid size, large and extra-large firms, what causes dissatisfaction and why they leave. As usual, the survey ranks firms by their combined scores on responses to questions submitted to associates and publishes the material in a format that is easily obtainable by every lawyer in America.

The existence of this type of information is relatively new. When we were young associates, obtaining data on the relative strengths and weaknesses of law firms as perceived by our peers was, at best, a hit and miss process that relied upon the perspicacity of our colleagues. No more. Now the data is accumulated, tabulated, digested, printed and promoted for the world to consume. This world, of course, includes law students, recruits, lateral hires, lateral partners, merger candidates and clients. What others perceive about your practice really does matter to your retention rate.

Like many other large surveys we’ve reported from time to time, this one reflects comments from over 3,000 associates. Mid level associates were asked questions about their firms such as the treatment they received from partners, the level of interesting work, training and guidance, atmosphere, management openness, emphasis on billables, attitudes toward pro bono, whether information is adequately shared about "making partner," and the all important question, whether they expected to stay for two years.

The interesting thing about the questions asked in the survey is that most law firms we talk to do not make any effort to emphasize these criteria in their hiring or training of associates. Nor do they attempt to train partners or even to gain a consensus of what the partners’ attitudes might be, for example, toward pro bono work. How do these ideas and attitudes get communicated? What about "guidance?" What does that mean? Or "openness?" How does one measure that?

The final question, whether associates expected to stay two years more with the firm, is a shocking one to many partners. In larger firms it sometimes takes two years just to meet the new associate, let alone develop a relationship with him that would encourage him to stay with the firm.

The American Lawyer survey reflects what all such efforts reflect: law practices must try harder. Law practices must do more. Law practices are a mature business careening over the resultant path down the other side of the hill unless changes are made. Quickly.

We’ve written before about the changing composition of law firms, the declining population, the explosion of alternative work environments for lawyers and the need for innovation in retention efforts. We’ve written about the cost of denial, the failure rate of non-responsiveness and the declining morality of the young (just kidding about that last one).

In 1998, for the first time in 20 years, the number of law school graduates declined. Law school applications and enrollments are down, and many who graduate from law school don’t plan to practice law. Legal work is exploding and lateral hires are the norm.

Last month we mentioned the newest NALP Foundation report, Perceptions of Partnership, and we told you that many young associates view law firm partnership as undesirable or unattainable. Now, The American Lawyer survey tells us that firms have a very narrow window of opportunity to convince associates to stay with the practice.

Formal policies and procedures are guidelines that set forth the overall business philosophy of an organization. Yours should certainly be reviewed and revised to reflect current market trends and lawyer needs. Although such policies may get lawyers in the door, you can’t rely on them to encourage lawyer retention. To retain lawyers, you need to walk your talk with a personal, hands on approach that encourages emotional engagement with your enterprise.

Reliance on support personnel and formal communications to convey "management openness," and "attitudes toward pro bono," is predestined to fail at lawyer retention. A good and strong mentor can obviate almost all of an associate’s concerns and can explain the legitimate business reasons for the others in a way that will make associates want to make their careers with your practices. Lawyers must see that your environment is "lawyer friendly" to believe it.

Mark Your Calendars

Please join us at the following PeopleWealth speaking engagements scheduled for 2000:

ALA May 8

NALP April 15

PuritanBenent June 14

Florida Bar June 21

ABA July 6

If you would like further information about PeopleWealth or our services, please contact our office or e-mail us: info@peoplewealth.com

©PeopleWealth November 1999