Professional Development: As New Associates Join This Fall

First impressions are lasting impressions. A firm's new associate orientation sets the tone and creates a foundation from which all future activities will be measured. If an orientation program is unorganized, inconsistent or lacking in usefulness, the experience might tarnish the new attorney's impression of his or her employer. Firms should provide a program that welcomes, teaches and supports the transition from law school to law practice.

How to Plan an Orientation

First, consider the size of the incoming class. Many large firms have classes that reflect the size and global nature of the firm, with dozens of attendees and people from around the world. The size drives multiple factors such as program location, dinner venues and activities. On the opposite end of the scale, a small group can dictate major adjustments to the content as well as logistical details. We recommend gathering a group of previous new associates and asking them what they liked and disliked about their own orientation. They can offer useful recommendations based on their genuine experience as first-years.

Next, focus on the goal of the orientation when considering content. Are the new associates there to learn basic information about how to “get things done” at the firm, like utilizing their secretaries or billing time, or are they there to become indoctrinated in the firm's culture and become enthusiastic members of the team? If it's the latter, the content should be designed and geared toward creating a welcoming and informative program.

Creating the Program

A positive way to welcome a new associate is to start with a program that highlights the firm's history and culture. Gathering this information might mean sleuthing around the library, visiting older or retired attorneys, and reading past articles about the firm. Sharing the firm's story helps people feel grounded as part of the firm's future.

The next topic to cover is the firm's vision or mission. This information may be combined with the previous topic, or it can stand alone. It would be beneficial for the firm's mission statement to be delivered by the managing partner or another senior leader so the new associates accept the importance of, and follow, the firm's strategic goals. Gather this information through interviews with the firm's leadership (i.e., the management committee).

A topic that is growing in popularity is that of the business of law. This takes the strategic plan and drills it down to how the firm works to achieve the plan. Most lawyers have a limited understanding of the economics of the practice so the content should be detailed enough to explain how the firm functions, but not so detailed that the audience loses interest. Key people to assist in the design this content are the CFO, the COO and the managing partner. For effective visual images, use graphs and pie charts, and stay clear of spread sheets and numerical lists.

Firm Policies

Every firm has its policies and procedures. Some are written in formal manuals, while others are perceived as “firm lore.” A program that addresses the unwritten rules or the unspoken protocol will allow the new attorneys to feel as though they have been given the secret handshake. A glimpse into the workings of the firm at this early stage affords new associates a sense of control over their otherwise uncontrollable lives as young practitioners. Asking junior associates what they wish they had known during their first few months on the job should be the basis for this section of the program.

Time-keeping

Time-keeping, which is the mainstay of all firms, is often a worrying obstacle for the new lawyer to overcome. Accounting for one's daily tasks can be stressful. A program that explains, not the technical system for tracking time but, the philosophical approach to tracking one's hours would be beneficial. Tips, and more importantly, examples, of the best and the worst ways to bill time will heighten the participants' understanding of the process. A resource for content is partners, as most will have examples they would be happy to share of good and bad time-keeping. The collections and billing department will have examples of time-keeping entries that have both positive and negative effects on the speed at which clients are willing to remunerate their bills.

Bonuses and Promotions

While enjoying a new job and a hefty paycheck, the new associate also wants to understand the rules for making a big bonus and getting promoted. Though it might seem premature to discuss this at orientation, it is a critical topic on the minds of this generation. Design this section with members of the compensation committee keeping an eye toward explaining as clearly as possible the expectations the firm has about billable time, training and administrative tasks. Most firms have a formal evaluation process and this should also be introduced and discussed so the associate knows when evaluations take place and what to expect.

Additional Topics

Depending on the culture of the firm, the class size and what state the attendees practice in, there are a variety of topics that might be added to the agenda. These include any federal- or state-mandated training sessions such as anti-harassment programs; an explanation of mandatory continuing education requirements; or state-recommended pro bono requirements. People-oriented topics such as working with a secretary or associate life in the firm are also topics can be added to the orientation. One topic that many new employees are interested in is mentoring. Whether the firm has a mentoring program or not, a few comments on the pros of having a mentor is advantageous for the new attorneys to hear.

Conclusion

It is incumbent upon firms to provide a solid foundation, clear parameters and helpful information to ease a new associate's transition from backpack to briefcase. In the first days, weeks and months, a new associate becomes acclimated to his or her new role. If the firm takes proactive steps to make this time a positive experience, the more likely the associate will be to maintain a positive impression of his or her firm.

Sharon Meit Abrahams, a member of this newsletter's Board of Editors, is National Director of Professional Development at Foley & Lardner. She may be reached at [email protected].