Leading international firm Baker & McKenzie last month rolled out a global career development programme across all of its 69 offices in 38 countries.

The US-headquartered practice, which boasts a 77-partner London office, spent 18 months putting together its ‘development framework’.


It identifies the key performance areas and the specific personal qualities that lawyers should develop if they are to realise their potential at the firm.



In addition to listing five key performance areas, 14 personal qualities were identified that are ‘critical to and characteristic of high performers’ at the firm globally.


Webster: cultural approach Mike Webster, the professional development partner at the London office, said the approach becomes more relevant to participants by drilling down from the general to the specific.

While a number of the personal qualities fall within the ‘intellect’ and ‘dedication’ domains that would be expected of lawyers at any top firm, he said there were others – especially within the realm of ‘humanity’, for example that relate to social skills and connections – that are more unusual and specific to Baker’s culture.


The firm has put together a comprehensive learning resources database for partners and associates which will help them identify what they need to improve, and how they can go about it. It features, among other things, on-the-job tips, recommended books and articles, e-learning programmes, suggestions for team-based activities and instructor-led courses.


The criteria identified in the framework will also feed directly into the annual review process, giving reviews a structured approach and common language for discussing performance.


It is allied to a separate initiative focused on providing quality feedback to lawyers, which Mr Webster suggested is ‘probably something law firms haven’t done that well’ in the past.


He stressed that the move is not about creating Baker & McKenzie clones. ‘But a general cultural approach to business is positive,’ he said.


Mr Webster said the drivers were an external need for international firms to offer a seamless, consistent service across their networks, and an internal desire from lawyers to know what is expected of them.


Guided initially by feedback from its annual associate surveys, the firm’s global professional development team created the framework in co-operation with external organisational psychologists.