_eyjune08_baker and mckenzie slides.pdf
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baker and mckenzieTRANSCRIPT
David ColemanDirector of Talent Management
Leadership Development and Talent Management – Addressing Global and Local ConcernICEDR Forum, London: 3-5 June 2008
Global and Local Fluency In Leadership Development and Talent Management
Baker & McKenzie
Leading global law firm
70 offices in 38 countries in four regions
Founded in 1949 – first office in Chicago
10,000 employees
Over 3,600 locally qualified and internationally experienced lawyers
US$ 1.8 billion revenue
Antitrust/Competition & TradeBanking & FinanceCommercialEmploymentIntellectual PropertyLitigation & Dispute ResolutionM&A, Securities and Private EquityReal EstateTax
Global Practice Groups
Global Industry Groups
• Energy, Chemicals, Mining & Infrastructure
• IT/Communications
• Pharmaceuticals & Healthcare
Defined by Performance:
Depth of Client Relationships
Practice/IndustryPre-eminence
Competitive Profitability
Strength in Key MarketsQuality of Our People
Position Baker & McKenzie asThe Premier Global Law Firm
Firm vision
FY04 FY07
Fees+50%
FY04 FY07
Net Income+82%
FY04 FY07
PPP+63%
Competitive threats
• Breadth and depth of resources• Profitability
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 firmlaw 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 firmlaw firm • law firm • law firm • law firm • law firm • law firm
law firm • law firm • law firm • law firm • law firmlaw firm • law firm • law firm • law firm
law firm • law firm • law firmlaw firm • law firm
law firmlaw firmlaw firmlaw firm
LAW FIRM LAW FIRM LAW FIRMLAW FIRM LAW FIRM
Extraordinary opportunities -globalisation of businessVertical, command-and-control model
Horizontal, highly interactive model
Corporate headquarters Virtual headquarters
Imperial CEO Director of multi-lateral teams
Fragmented operations Seamless operations
From
FromTo
Talent communications
Global recruitment & orientation
Talent development
Aligning reward
Client work product
Best teams
clientexperience
talent& culture
our story
fluency
Clientcommunications
Client service principles
Development Framework
IdentifyAttractSelect
Integrate
Recruit
TrainExperience
TransferCoach
Develop
PlanReview
AdvanceReward
Manage
Our talent management strategy
Development Framework• Defines high, successful performance in the Firm • Drives all Talent Management initiatives
KPAs : the what of performance
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
Selling Work Billing and Collection Leading Others
Performance Expectations
Performance Expectations
Performance Expectations
Performance Expectations
Performance Expectations
Key Performance Areas
Activity Categories
By job level
Personal Qualities : the how
IntellectWe give best counsel• Supremacy of Knowledge• Crystallizing the Problem• Thinking Deeply• Providing Clarity
DedicationWe are totally committed• Drive for Excellence• Personal Responsibility• Tenacity
HumanityWe care• Being Good Citizens• Being Diplomats• Being Nice• Being Affiliative
GravitasWe make our case• Organisational Savvy• Projecting Credibility• Having Influence
• Two case studies - Talent Management at Baker & McKenzie
• Taught in Leading Professional Service Firms Program
Recognition - Harvard case studies
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
24
Partner Leadership Program
• Excellent feedback to-date
• Based on DF• Accelerate
offerings
Performance management
• Associates• Local Partners• Principals (in building)• Not staff, but ....• Emphasis on coaching• Training and tools to
support
26
Recruiting• Global campaigns• NY job fairs• Consistent recruitment
messages• Global recruiting
materials• Coordinated advertising• Orientation
27
Mobility• Prioritised offices• Short-term deal execution• Improved development experience
28
Develop local TM bench strength
29
Metrics
• New joiner interviews• Engagement survey• Exit interviews• Common metrics• Business case
The Baker & McKenzie Development Framework
Recruit – Develop –Manage
The
Bak
er &
McK
enzi
e D
evel
opm
ent F
ram
ewor
k The Baker &
McK
enzie Developm
ent Framew
ork
Mid Assoc.
New Assoc.
Sr. Assoc.
Principal
Local Ptnr.
Retirement
• Job Fairs, Recruitment materials, Clerkships
• Lateral hiring process
• ATP
Self-
man
aged
dev
elop
men
t; W
orkp
lace
Lea
rnin
g
• NPP
• Local Partner PM
• MAM• JAM
• New Hire Orientation
• SAM
• Residential Leadership
Program
• Partner Learning
Coa
chin
g an
d Fe
edba
ck
• Local Partner Program
PM P
roce
sses
and
Too
ls
• PrincipalNominationProcess
Link
age
to P
rogr
essi
on a
nd R
ewar
ds
• Associate PM
• Associate PM
• Associate PM
Succession planning?
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
David ColemanDirector of Talent Management
Leadership Development and Talent Management – Addressing Global and Local ConcernICEDR Forum, London: 3-5 June 2008
Global and Local Fluency In Leadership Development and Talent Management