_EYJune08_Baker and McKenzie Slides.pdf

Global and Local Fluency In Leadership Development and Talent Management Leadership Development and Talent Management – Addressing Global and Local Concern ICEDR Forum, London: 3-5 June 2008 David Coleman Director of Talent Management

Baker & McKenzie ƒ Leading global law firm ƒ 70 offices in 38 countries in four regions ƒ Founded in 1949 – first office in Chicago ƒ 10,000 employees ƒ Over 3,600 locally qualified and internationally experienced lawyers ƒ US$ 1.8 billion revenue

Global Practice Groups ƒ Antitrust/Competition & Trade ƒ Banking & Finance ƒ Commercial ƒ Employment ƒ Intellectual Property ƒ Litigation & Dispute Resolution ƒ M&A, Securities and Private Equity ƒ Real Estate ƒ Tax

Global Industry Groups • Energy, Chemicals, Mining & Infrastructure • IT/Communications • Pharmaceuticals & Healthcare

Firm vision Position Baker & McKenzie as

The Premier Global Law Firm Defined by Performance: Depth of Client Relationships

Practice/Industry Pre-eminence

Quality of Our People

Competitive Profitability

Strength in Key Markets

Fees

Net Income

PPP

+50%

+82%

+63%

FY04

FY04

FY04

FY07

FY07

Competitive threats • Breadth and depth of resources • Profitability

FY07

Extraordinary opportunities convergence - BTI: reduce by 35% number of law firms used law firm • law firm • law firm • law firm • law firm • law firm • law firm • law firm • law firm law firm • law firm • law firm • law firm • law firm • law firm • law firm • law firm law firm • law firm • law firm • law firm • law firm • law firm • law firm law firm • law firm • law firm • law firm • law firm • law firm law firm • law firm • law firm • law firm • law firm law firm • law firm • law firm • law firm law firm • law firm • law firm law firm • law firm law firm law firm law firm law firm

LAW FIRM LAW FIRM LAW FIRM LAW FIRM LAW FIRM

Extraordinary opportunities globalisation of business Vertical, command-and-control model

Horizontal, highly interactive model

Corporate headquarters

Virtual headquarters

Imperial CEO

Director of multi-lateral teams

Fragmented operations

Seamless operations

From

From To Best teams

Client work product

Aligning reward

client experience

talent & culture

Talent development

fluency Global recruitment & orientation

Client service principles

our story

Client communications

Talent communications

Our talent management strategy

Recruit

Develop

Manage

Identify Attract Select Integrate

Train Experience Transfer Coach

Plan Review Advance Reward

Development Framework

Development Framework • Defines high, successful performance in the Firm • Drives all Talent Management initiatives

KPAs : the what of performance Key Performance Areas

Activity Categories

Business Development

Client Service

Legal Knowledge and Expertise

Matter Management

People Management

Building Profile

Relationship Management

Core Legal Expertise

Managing Risk

Personal Development

Marketing and Business Planning

Identifying Client Needs

Specialist Legal Expertise

Work Planning and Delivery

Developing and Managing Others

Proposals/ Pitches

Delivering Quality Service

Knowledge Management

Managing Time

Teamwork

Billing and Collection

Leading Others

Performance Expectations

Performance Expectations

Selling Work Performance Expectations

Performance Expectations

Performance Expectations

By job level

Personal Qualities : the how Intellect

Dedication

We give best counsel • Supremacy of Knowledge • Crystallizing the Problem • Thinking Deeply • Providing Clarity

We are totally committed • Drive for Excellence • Personal Responsibility • Tenacity

Humanity

Gravitas

We care • Being Good Citizens • Being Diplomats • Being Nice • Being Affiliative

We make our case • Organisational Savvy • Projecting Credibility • Having Influence

Recognition - Harvard case studies • Two case studies - Talent Management at Baker & McKenzie • Taught in Leading Professional Service Firms Program

Partner Leadership Program • Phase 1: Discovery • Phase 2: 5-day in-person session • Phase 3: On-the-job coaching and reinforcement • Phase 4: 2-day in-person session • Phase 5: Application and measurement

Partner Leadership Program • Excellent feedback to-date • Based on DF • Accelerate offerings 24

Performance management • Associates • Local Partners • Principals (in building) • Not staff, but .... • Emphasis on coaching • Training and tools to support

Recruiting • Global campaigns • NY job fairs • Consistent recruitment messages • Global recruiting materials • Coordinated advertising • Orientation

26

Mobility • Prioritised offices • Short-term deal execution • Improved development experience

27

Develop local TM bench strength

28

Metrics • • • • •

New joiner interviews Engagement survey Exit interviews Common metrics Business case

29

Succession planning? Residential Leadership Program

Retirement • Local

Principal

Partner PM

• NPP • Lateral hiring process

• Partner Learning

• Principal Nomination Process

Local Ptnr.

PM Processes and Tools Coaching and Feedback

Linkage to Progression and Rewards Self-managed development; Workplace Learning

•

• Local Partner Program • Associate PM

Sr. Assoc.

• ATP

• SAM • Associate PM • New Hire Orientation

Mid Assoc.

• JAM

New Assoc.

• MAM • Associate PM

• Job Fairs, Recruitment materials, Clerkships

The Baker & McKenzie Development Framework

The Baker & McKenzie Development Framework

The Baker & McKenzie Development Framework

Recruit – Develop –Manage

Lessons learned : global versus local • Focus on things that really matter to our lawyers • Allow some leeway for local interpretation/adaptation • Consult, collaborate, involve • Don’t force things – aim for pull, not push • Be clear on the business case • Be responsive, flexible and adaptable • Listen to feedback • Don’t get ahead of the business

Global and Local Fluency In Leadership Development and Talent Management Leadership Development and Talent Management – Addressing Global and Local Concern ICEDR Forum, London: 3-5 June 2008 David Coleman Director of Talent Management