Retaining women lawyers 'is probably the most difficult challenge law firms face - bar none', the senior partner of magic circle firm Allen & Overy told the conference.

Saying the exodus of women lawyers is an 'incredible waste' and a problem to which few have good solutions, Guy Beringer explained that part of his firm's response has been to set up a scheme that keeps women who leave for reasons such as children associated with the firm and up to date with developments in the law.


'The objective is to retain people within the family, albeit slightly removed because they are not physically there, and ensure their know-how so they won't have the sense that it's too much of a challenge to come back,' he told a session on law firm leadership in Chicago.


The women in the scheme are then allowed to return to the firm within a specified period of up to about five years. It only started last year, so 'we don't know yet if it'll work', Mr Beringer said.


In a separate session on career development and management, the head of HR development at fellow magic circle firm Clifford Chance said that in some parts of the firm - such as those handling transactional work - job sharing and flexible working often do not work. 'It is difficult if you're doing an intense transaction for one lawyer to do the first half and another lawyer the second half,' said Tony King.


However, it can be successful for those handling advisory work, he went on, and where flexible work is not possible, the firm looks at other tactics, such as giving people time off at the end of a transaction, or promising them downtime for a week or two.


Mr King revealed that Clifford Chance is exploring a global work assignment structure that is not tied to which partner brings in a particular piece of work and is instead aimed at helping broadening the experience associates gain. He acknowledged that this could have a short-term impact on profitability - as inexperienced lawyers would be handling the work - but in the longer term a cadre of more rounded practitioners would emerge to the benefit of the individuals and the firm.


There may also be a move towards partners delegating some of their management tasks to improve associates' levels of responsibility.


In addition, Mr King said Clifford Chance is beginning to look at outsourcing basic work to firms in other parts of the country and the world.


'A radical new model of career progression isn't needed, but adaptation is,' he said. 'It may develop as today's junior lawyer becomes tomorrow's senior partner.'


Neil Rose