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There is no one right way to recruit and retain talented people. Businesses have to adapt their strategies to thrive and the same applies to in-house legal when it comes to recruitment and retention. Successfully finding and keeping the right people isn’t
just about HR policies and process; it is essential to have a clear purpose for the legal team and a vision of the roles and behaviours needed to deliver value to the business.
The LexisNexis In-house Advisory Board’s discussion, facilitated by Ian White, Consultant with LBC Wise Counsel, explored the issues around career progression and development. It was agreed that the job of General Counsel isn’t to take charge
of the development of individuals; instead, their role is to plan and provide opportunities and encourage individuals to actively participate in their own development.
Having open conversations about career progression is central to development, as are performance reviews and setting appropriate objectives. The Board also discussed secondments as an opportunity for development. Experiencing another part of the business
can make for a better lawyer: it develops commercial understanding and gives an appreciation of the business as a whole. Knowledge isn’t lost when someone is seconded; in fact, legal may get double the person back.
The in-house lawyer role can be good for progressing along the career path more quickly. Yet lawyers approaching retirement are reluctant to look for alternative roles and junior lawyers can’t get promoted because their GC is content in their position.
How can the business retain talent in such an environment?
The Board agreed that a culture of honesty is essential for managing expectations and keeping talent. GCs need to be transparent where there is no clear, guaranteed career route. Honesty is about acknowledging where opportunities don’t exist and
then seeking out where they do.
A culture can be created that supports retention and the recruitment of the right candidates. The Board suggested that it is incumbent on the GC to work out how to implement that culture and, ultimately, to drive it. The culture can be distinct from that
of the wider business but there needs to be some shared vision.
The Board also explored how brand is core to recruitment strategy. People often come to a business on the strength of the brand and not because of the role. To hire great talent, GCs need to engage with the type of people they want and sell the quality
of the work and the culture of the team. Candidates are often trying to get away from private practice and the benefits of in-house can be appealing.
Having a framework for learning and development is crucial. The Board shared practical insights for putting in place a framework that motivates teams and serves the business. For lawyers, a strong competency framework can be helpful. It was acknowledged
though that what is most important is a plan to develop skills through formal training, mentoring and on-the-job experience.
How much of a motivation is money? In-house budgets are seldom high enough to use pay as a means of solving issues. Objective-based bonuses aren’t always motivational and can skew behaviour. The Board agreed that the best advice is to consider how
the whole experience of the role adds value to a lawyer and makes them more valuable in the market – this can be far more significant than money.
Overall, the Board’s discussion highlighted how GCs must have stringent plans in place to integrate, mentor and develop their team. Ultimately, it isn’t a GC’s responsibility to force people to be active in their development, nor are
they responsible for the career choices people make. However, a GC does have an important duty to provide opportunities and to encourage people to participate in their own development.
Read a full summary of the LexisNexis In-house Advisory Board meeting here.
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