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Professional Development Comes of Age
As law firms grow in size and complexity, they are increasingly realizing that professional development of their lawyers can no longer be left to the haphazard of on-the-job experience. Competing effectively today requires strategic thinking about cultivation of the law firm's primary business asset: its lawyers.
As if to signal official recognition of the place of institutionalized professional development in law firms, one of the leading practitioners and thinkers in professional development has just published what is undoubtedly the most important book on the subject to date. Lawyers' Professional Development: The Legal Employer's Comprehensive Guide (NALP 2002) by Ida Abbott is a must read for those who manage law firms or corporate or governmental legal departments.
Abbott notes that one measure of the coming of age of law firm professional development is the recent dramatic growth in membership of the Professional Development Consortium (PDC), the only association in the United States comprised solely of in-house legal training and professional development personnel. After a fairly steady membership made up primarily of personnel from large East Coast firms throughout the 1990s, PDC membership doubled from January 2000 through the end of 2002. New members included personnel from large firms throughout the United States, Canada and the United Kingdom.
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