09 May The Art Of Retention
For thousands of years hardly anyone discussed whether or not they loved what they did all day. They did what they did to feed their family, the end. Loving what you did was considered a real privilege and it is only relatively recently that indoor jobs were created that looked (from a distance) an awful lot like playing video games while hanging out with friends and drinking coffee.
Today software like LinkedIn has enabled legal practices to assemble teams much more easily than they possibly could have 30 years ago. As recent events have presented more of an opportunity to reflect on “What’s next for me?” it has also enabled employees to discover new opportunities, and be discovered. As a result, firms need to keep staff engaged in ways that incentivises them to stay and makes them feel like they have a future within the firm. Nobody likes losing key team members and resignations particularly affect small practices, who find it almost impossible to avoid at least moderate levels of staff turnover. As employees grow within a role it is possible, but unlikely, that the smaller practice will also grow enough to support them in where they seek to go. In this case turnover isn’t necessarily a criticism of the firm’s leadership.
But while staff turnover can’t be totally eliminated, here are a few guidelines to enable both partners and team leads to minimize it – regardless of firm size.
1. Be relentless about being attentive. Drop into employees’ offices, or engage with them in corridors, to find out how they were doing. Ask “How was your weekend?” or, “How is your family?” Then listen to their responses. Be sensitive to personal issues in their lives.
2. Value employees for more than their legal skills and professional accomplishments. Acknowledge successful outcomes and exceptional expertise. Provide real-time feedback and make them feel respected and valued for their professional contributions.
3. Find out what work your staff would like to do more or less of and how they think they could have a bigger impact within the firm or team. Get their thoughts on what opportunities would help them develop in their careers.
4. Help them stretch. Offer staff new projects that are meaningful, draw on different skills, and give them visibility. Although most lawyers are risk averse, encourage them to tackle projects that will develop and stretch their skills. Be prepared to provide adequate support if they don’t have all the necessary skills for the project. Then publicise the success stories.
5. Provide a wide variety of experience. Additional developmental and career building opportunities worth considering include assigning, for a period of time, work on special projects or outside their normal team. Staff are often energized by these roles and use the opportunity to build relationships and expand their skills.
6. Supply mentorship and coaching to enhance performance, development, and engagement.
7. Come up with other developmental opportunities, such as philanthropic work outside of the firm, if that is of interest.
By being there for your staff they will develop positive attitudes, turn into linchpins in your organization and be willing to learn new skills. Is your firm willing to create a place for staff to grow? Because people stay where they grow.