Professional Development Programs As Formidable Recruiting and Retention Tools

Law firms 'expend enormous resources recruiting law students and lateral attorneys for summer and full-time positions.' See, Vanessa L. Johnson, Paradigm Shift: Applying Human Resource Management Theory to the Large Law Firm Recruiting and Selection Process, 10 (2006). Lower than expected success rates and declining retention rates are frustrating after the tremendous time and money spent on recruiting efforts, and have resulted in some firms' re-evaluation of how to address the needs of its prospects and new attorneys. During the recruiting 'courtships,' most firms have witnessed a paradigm shift: Law students are no longer shy about telling law firms what they need and expect upon joining their privileged ranks, or about asking firms what the firm will do to ensure the professional success of its new hires. This paradigm shift is one of the most forceful factors behind the birth of the formalized Attorney Professional Development Program. The recruits' demand for more structured professional development, mentoring and other integration programming has been a strong catalyst for implementation of such programs in the law firm setting. Many firms have responded by developing, and then showcasing, their professional development programs throughout their entire recruiting process.

It's no revelation that many law firms are losing the retention battle and have been in 'catch-up' mode to execute programs to successfully retain their valued attorneys. The statistics are disheartening; studies show that '40 percent of entry-level hires today will depart their firms within three years of being hired ' 62 percent will move on after four years and 78 percent will be gone within five years of being hired.' See, Minority Corporate Counsel Association, The Myth of the Meritocracy: A Report on the Bridges and Barriers to Success in Large Law Firms, 19 (2003).