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

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Mid Assoc.

New Assoc.

Sr. Assoc.

Principal

Local Ptnr.

Retirement

• Job Fairs, Recruitment materials, Clerkships

• Lateral hiring process

• ATP

Self-

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dev

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Lea

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• 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

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to P

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essi

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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