When You Begin
Because we recognize that new associates want to be great lawyers, but often are not sure what practice area best suits them, Schiff Hardin does not hire entry-level associates into practice groups. Instead, our new associates spend up to a year working in several practice groups and ultimately join the one that best fits their skills set and goals, as well as the needs of the firm. During that year, associates may take assignments from a variety of groups, work closely with partners in different practice areas, and attend practice group training programs and lunches. Beginning lawyers often work directly with clients and outside attorneys, initially in settings involving more senior lawyers, and often quickly progress to situations where they interact with clients and outside attorneys on their own.

Evaluations and Feedback
At Schiff Hardin, associates have the opportunity to set the course of their own careers, both the way they focus their practices and the way their career progresses. For that reason, we’ve adopted a competency-based associate development structure. There are three tiers of associate development: associate, mid-level associate and senior associate. Each practice group has developed written competencies specific to that group, which describe the skills and experiences necessary to advance to the next development tier in that area of practice. This structure provides clarity and transparency about our expectations, and it gives associates a powerful tool and helpful roadmap as they develop their skills, seek out new experiences, and progress towards partnership.

It is important to us that our associates receive regular feedback on how they’re developing. Twice each year, associates meet with their practice group leader for a professional development conference. These meetings focus on the associate’s performance, accomplishments, and areas of improvement, as well as the associate’s own professional goals for the next 6-12 months. For example, an associate might want the opportunity to write a substantial motion for summary judgment or participate in a trial. Through these conferences, practice group leaders can effectively staff associates on matters where these opportunities will be available.

Associates can also track their development by working closely with Lisa Brown, the firm’s Partner in Charge of Associate Development. Lisa coordinates the firm’s overall approach to associate professional development and acts as a liaison between associates and firm management. She works with associates on staffing and workload issues, including managing pro bono commitments, leaves of absence, and flexible work arrangements. Further, Lisa helps integrate entry-level associates into the firm’s practice.

Professional Development and Training
Schiff Hardin associates develop their skills in many different ways, both formal and informal. The firm sponsors regular in-house training sessions and supports associates who participate in outside training programs as well. Associates also receive on-the-job training through their case assignments and work responsibilities.

In addition, Julie Schrager is Counsel to the firm and a legal writing coach. She works with both associates and partners to improve their legal writing and research skills. Julie teaches associate workshops addressing such skills as outlining, persuasive writing, revising, editing, and proofreading. She has also held workshops directed to specific practice areas. Her primary focus, though, is working one-on-one with associates on their individual writing projects. Associates can send Julie a draft of a memo or a brief to review or they can meet with her when they’re beginning a new writing assignment. While Julie works with lawyers at all levels at the firm, she focuses particular attention on working with new associates during their first year.