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What firms are doing to foster young talent

With this year’s 30 Under 30 Awards fast approaching, Lawyers Weekly spoke to three firms on how they’re fostering those new to industry.

user iconEmma Musgrave 25 May 2021 Big Law
What firms are doing to foster young talent
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King & Wood Mallesons head of resourcing Penny Thompson said a key priority of the global law firms make-up is ensuring the next generation of lawyers is properly equipped with a range of support tools.

“There are initiatives at two levels – building awareness among prospective recruits, and once onboard really intensifying the support – with digital skills a focus,” Ms Thompson said.

“Our global virtual experience program, launched last year was designed to give aspiring lawyers a real ‘hands-on’ sense of what it is like to work on game-changing commercial transactions from wherever in the world they lived and studied. While actually conceived pre-COVID, we had tremendous feedback from participants who relished the sense of connection it provided during difficult and isolating times.”

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In addition, Ms Thompson said KWM offers seasonal clerkships to provide a real-life experience of what its like to work at the firm.

“Once onboard, our KWM Graduates participate in our Digital Bootcamps, designed to upskill our lawyers of the future across our suite of LegalTech tools,” she said.

“We have also removed billable targets for Graduates as a way of encouraging an open mindset in the drive for efficiencies during the formative stage of our lawyers’ careers.”

For Gilbert + Tobin, its important to foster young talent without the use of a traditional hierarchy.

“A key contributor to the development of Gilbert + Tobin’s young talent is our leverage model and lack of a traditional hierarchy. Everyone, including junior lawyers, has direct access to work directly with partners and clients and the opportunity to learn quickly on some of the highest profile transactions in the market,” said chief people officer Anna Sparkes.

“Our personal development programs are tailored for each career transition.

“In addition to their technical foundation, for our juniors this means equipping them with skills such as legal project management, design thinking, resilience, and commercial expertise and financial acumen.

“We also offer alternative pathways and opportunities to broaden their experience, melding their legal studies with legal innovation and technology.”

Meanwhile, MinterEllison chief talent officer Mary Lyras said the firm remains set on ensuring its consistently reviewing the programs it has in place for new-to-industry lawyers.

“We are always reviewing and updating our Graduate Program to make sure we are developing our graduates with the skills they need to be successful – technical, people and commercial skills,” Ms Lyras said.

“We also look for career building opportunities for our graduates whether those are client secondments, cross rotations, pro bono opportunities or mentoring.”

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