not surprising when you consider how these factors might impact the interactions between individuals and teams and behaviours. Some companies are changing
the conversation around this and looking at wellbeing through a modernising and more flexible lens. This includes creating alternative career pathways to partner that maximise people’s skills and experience while also acknowledging that partnership roles are limited. These alternatives accommodate
the fact that people are highly and often uniquely skilled, used to being top of their game and now today might want to balance that with a more flexible career in a supportive environment. What’s really apparent at
Capsticks is the generational differences,” said Jude Cragg. “We have a lot of people, paralegals and early-career, who are a lot more alive to the challenges of mental health and happy to speak up about that and challenge it. “A lot of our progress has come
about this way; trainees and people in their early careers are coming in
are saying ‘I’m asked to be dealing with these cases. Where is my support? Where do I go for that?’ This has driven lots of what we’ve done. Partners have been very receptive and we’ve made sure all levels are involved in training.” Being upfront about the support
for wellbeing and careers are important aspects of psychological safety and build trust, especially when it is seen and experienced in action. Some legal firms are evolving job titles and creating respected alternative roles to the limited number of partnerships available. These reflect seniority, offer a reassuring shorthand to clients and helping to keep talented people engaged, satisfied, happy and high performing in their roles. Looking from the in-house
talent development perspective, transparency around opportunities for promotion and development and what these might look like are also increasing. “It’s about conversation and being honest with each other,” said Paul Davison. Progress on improving working
life for lawyers and legal professionals – and the outcomes for society and
individuals – involves recognising that, just as lawyers advocate for people and be assertive, employers need to help create cultures, workplace structures and behaviours to support them in advocating for their own wellbeing and that of their colleagues too. It’s about educating people about what this looks like in a spirit of collaboration and the context of competition.
“ What’s really apparent is the generational differences. We have a lot of people, paralegals and early-career, who are a lot more alive to the challenges of mental health and happy to speak up about that and challenge it.”
JUDE CRAGG. DIRECTOR OF HUMAN RESOURCES, CAPSTICKS LLP
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GLOBAL LEADERSHIP WELLBEING
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