Professional Services Accounting ARTICLE -
Growth and Learning Initiatives - Make Mentoring Work for Your Firm
Target Audience: Law Firm Professionals, Lawyers, Law Firm Associates
Typically, associates work for multiple partners. With supervision duties spread out, who is responsible for keeping associates satisfied and connected to the firm? A mentoring program takes care of that and more. In addition to helping your firm decrease turnover and increase productivity, mentoring can give mentors new perspectives on the firm and provide personal satisfaction.
Value Mentoring Time
Form a committee of associates, partners and managers to tailor a mentoring program that fits both your firm’s and your lawyers’ needs. Keep in mind, if firm managers make all the decisions regarding the program, associates may not reap its benefits. So let partners volunteer to serve as mentors, and allow associates some say about who will mentor them. What’s more, regularly evaluate your program’s effectiveness. Here are seven questions your firm’s committee should deal with:
- How many associates should you assign to each mentor?
Anywhere from one to five, because more than that could overload the mentor.
- How many face-to-face meetings should a mentor hold with each associate?
One per quarter, with concurrence on the discussion and goals for the next meeting. Informal meetings could be held on an as-needed basis, and other partners or associates who can assist with a particular issue may attend.
- What are the mentors’ and mentees’ responsibilities?
Associates receiving mentoring should work on the goals and tasks assigned to them, schedule meetings and voice their opinions. Meanwhile, mentors should be available to their mentees, keep discussions confidential, and give honest and constructive feedback.
- What should mentors and mentees discuss?
Meetings should focus on the mentee’s professional business goals and progress.
- How should your firm compensate and evaluate mentors?
Make mentoring time as valuable as productive or nonbillable management time, and compensate appropriately. Require associates to evaluate their mentors annually and send their responses to the designated program manager.
- How should your firm train mentors?
Train each mentor in the firm’s history, culture and philosophy, and provide tips on becoming an effective listener and coach.
- What qualities should mentors possess?
Motivational and listening skills, and an ability to sort out issues are key. Remember, age and experience shouldn’t be overriding factors. Consider both senior associates and partners for the job. Not all associates need mentors, though firms should make this mandatory for associates during their first four years in the profession. Even seasoned or lateral hires can benefit from this tool.
Jump on Board
Mentoring offers many advantages, especially enhanced associate growth and retention. But implementing and running a successful program requires effort and time — likely the program’s biggest expense — from associates, partners and managers. So take the time to evaluate or begin a mentoring program for your firm. It’s well worth it.
Find out how our expertise in professional services accounting can add value to your business. Email us or call us at 1 (888) 875-9770.
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