In this article, Lamp House Strategy share insights and early findings from Leading Teams; a new benchmarking law firm team engagement which helps firms understand their position as an employer and identify the ingredients of happy, high-performing teams, to the legal market. <\/p>\n\n\n\n\n\n
Our new Leading Teams benchmark research, which to date has surveyed over 400 Chambers ranked partners, shows that there is an emerging set of factors which are driving engagement across the legal market.<\/p>\n\n\n\n
Taken together, these drivers are all about responsible business.<\/p>\n\n\n\n
These responsible business factors strongly correlate with a partner\u2019s level of happiness in their role. But, partners generally have a more polarised view of how their law firms are performing in these areas.<\/p>\n\n\n\n
What that means for law firms is much greater potential to differentiate their employer brand around responsible business in the ongoing war for talent.<\/p>\n\n\n\n\n\n
<\/a>Not all aspects of law firm life are equal when it comes to driving engagement. We group these three clusters as follows:<\/p>\n\n\n\n 1. The non-negotiables <\/strong><\/p>\n\n\n\n These factors have the strongest correlation with happiness, making it crucial for firms to get these right in order to engage partner talent and enhance law firm talent management.<\/p>\n\n\n\n All of these factors relate to the micro-culture of the specific teams partners operate within: that work is interesting; there is camaraderie among the team; people can be themselves; and there is opportunity for partners to develop their practice.<\/p>\n\n\n\n Most firms are performing well on these \u2018non-negotiables\u2019, at least at Partner level, with high satisfaction with these crucial drivers of engagement.<\/p>\n\n\n\n 2. Leadership levers<\/strong><\/p>\n\n\n\n The second group of drivers relate to leadership. Examples are: partners believing in the firm\u2019s long-term vision; strategy being well communicated; and transparency around decision-making processes.<\/p>\n\n\n\n Again, these factors are very important to engagement, though there is slightly more variation in how satisfied partners are with their firm\u2019s performance in these areas.<\/p>\n\n\n\n 3. Responsible business<\/strong><\/p>\n\n\n\n The third group of drivers represents factors which we may not have imagined to be such strong drivers of engagement only a few years ago \u2013 or did not even exist. The perception in the legal industry is that these values are more strongly held by the junior end of the profession and are in some firms a potential cause for generational clash between juniors and leadership. 1. Showcase responsible business activity<\/strong><\/p>\n\n\n\n Firms are underplaying the breadth and depth of their responsible business activity in their own external communications.<\/p>\n\n\n\n Lamp House Strategy\u2019s analysis of law firm responsible business strategies<\/a> shows that some firms are failing to communicate more than 50% of their internal responsible business initiatives in their online communications.<\/p>\n\n\n\n For a lot of firms, there is a relatively quick-win to be had in publishing more cohesive and accessible information on their responsible business initiatives \u2013 for example, through producing an integrated responsible business report.<\/p>\n\n\n\n An example of great reporting that we love comes from Burges Salmon<\/a>. The firm is one of the leaders in this space, and its reporting provides a thorough overview of its ambitions, approach and progress in sustainability, inclusivity and wellbeing.<\/p>\n\n\n\n Some firms also produce more detailed reports on the firm\u2019s strategies and achievements in discrete areas \u2013 a great example here being Slaughter & May\u2019s Race Fairness Action Plan<\/a>.<\/p>\n\n\n\n By pulling together this information into a central place, firms can clearly communicate and showcase their approach to responsible business to current and prospective talent.<\/p>\n\n\n\n 2. Walk the talk<\/strong><\/p>\n\n\n\n The firms that top our responsible business benchmark are not the ones that fill their reporting with empty platitudes.<\/p>\n\n\n\n Being able to evidence substantial, tangible actions that prove the commitment to responsible business practices is how firms create an authentic approach that its people can buy into. The same is true among partners who believe their firms are committed to pro bono and that they are addressing climate change in a meaningful way. Communicating that your firm\u2019s approach is authentic is, of course, not the same thing as being truly authentic. 3. Telling your responsible business story<\/strong> Our research with GCs in the UK’s legal market showed that only 22% strongly agree that their law firms are genuinely committed to ESG. <\/a><\/p>\n\n\n\n General Counsel also strongly believe that lawyers being trained to apply a responsible business lens to their advice is an incredibly important aspect of responsible business practice. Our Leading Teams data shows how important responsible business is as a driver of engagement for existing top-talent. <\/p>\n","protected":false},"featured_media":0,"template":"","meta":[],"publication":[],"locations":[],"blocks":[{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n In this article, Lamp House Strategy share insights and early findings from Leading Teams; a new benchmarking law firm team engagement which helps firms understand their position as an employer and identify the ingredients of happy, high-performing teams, to the legal market. <\/p>\n","innerContent":["\n In this article, Lamp House Strategy share insights and early findings from Leading Teams; a new benchmarking law firm team engagement which helps firms understand their position as an employer and identify the ingredients of happy, high-performing teams, to the legal market. <\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"lazyblock\/chambers-header","attrs":{"header":"The drivers of engagement for top legal talent are changing","headerLevel":"2","blockId":"Z2vLuIq","blockUniqueClass":"lazyblock-chambers-header-Z2vLuIq"},"innerBlocks":[],"innerHTML":"","innerContent":[]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n Our new Leading Teams benchmark research, which to date has surveyed over 400 Chambers ranked partners, shows that there is an emerging set of factors which are driving engagement across the legal market.<\/p>\n","innerContent":["\n Our new Leading Teams benchmark research, which to date has surveyed over 400 Chambers ranked partners, shows that there is an emerging set of factors which are driving engagement across the legal market.<\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n Taken together, these drivers are all about responsible business.<\/p>\n","innerContent":["\n Taken together, these drivers are all about responsible business.<\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n These responsible business factors strongly correlate with a partner\u2019s level of happiness in their role. But, partners generally have a more polarised view of how their law firms are performing in these areas.<\/p>\n","innerContent":["\n These responsible business factors strongly correlate with a partner\u2019s level of happiness in their role. But, partners generally have a more polarised view of how their law firms are performing in these areas.<\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n What that means for law firms is much greater potential to differentiate their employer brand around responsible business in the ongoing war for talent.<\/p>\n","innerContent":["\n What that means for law firms is much greater potential to differentiate their employer brand around responsible business in the ongoing war for talent.<\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"lazyblock\/chambers-header","attrs":{"header":"How does responsible business impact happiness in a partner\u2019s role?","headerLevel":"2","blockId":"2oAeB8","blockUniqueClass":"lazyblock-chambers-header-2oAeB8"},"innerBlocks":[],"innerHTML":"","innerContent":[]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n <\/a>Not all aspects of law firm life are equal when it comes to driving engagement. <\/a>Not all aspects of law firm life are equal when it comes to driving engagement. We group these three clusters as follows:<\/p>\n","innerContent":["\n We group these three clusters as follows:<\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n 1. The non-negotiables <\/strong><\/p>\n","innerContent":["\n 1. The non-negotiables <\/strong><\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n These factors have the strongest correlation with happiness, making it crucial for firms to get these right in order to engage partner talent and enhance law firm talent management.<\/p>\n","innerContent":["\n These factors have the strongest correlation with happiness, making it crucial for firms to get these right in order to engage partner talent and enhance law firm talent management.<\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n All of these factors relate to the micro-culture of the specific teams partners operate within: that work is interesting; there is camaraderie among the team; people can be themselves; and there is opportunity for partners to develop their practice.<\/p>\n","innerContent":["\n All of these factors relate to the micro-culture of the specific teams partners operate within: that work is interesting; there is camaraderie among the team; people can be themselves; and there is opportunity for partners to develop their practice.<\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n Most firms are performing well on these \u2018non-negotiables\u2019, at least at Partner level, with high satisfaction with these crucial drivers of engagement.<\/p>\n","innerContent":["\n Most firms are performing well on these \u2018non-negotiables\u2019, at least at Partner level, with high satisfaction with these crucial drivers of engagement.<\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n 2. Leadership levers<\/strong><\/p>\n","innerContent":["\n 2. Leadership levers<\/strong><\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n The second group of drivers relate to leadership. Examples are: partners believing in the firm\u2019s long-term vision; strategy being well communicated; and transparency around decision-making processes.<\/p>\n","innerContent":["\n The second group of drivers relate to leadership. Examples are: partners believing in the firm\u2019s long-term vision; strategy being well communicated; and transparency around decision-making processes.<\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n Again, these factors are very important to engagement, though there is slightly more variation in how satisfied partners are with their firm\u2019s performance in these areas.<\/p>\n","innerContent":["\n Again, these factors are very important to engagement, though there is slightly more variation in how satisfied partners are with their firm\u2019s performance in these areas.<\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n 3. Responsible business<\/strong><\/p>\n","innerContent":["\n 3. Responsible business<\/strong><\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n The third group of drivers represents factors which we may not have imagined to be such strong drivers of engagement only a few years ago \u2013 or did not even exist. The third group of drivers represents factors which we may not have imagined to be such strong drivers of engagement only a few years ago \u2013 or did not even exist. The perception in the legal industry is that these values are more strongly held by the junior end of the profession and are in some firms a potential cause for generational clash between juniors and leadership. The perception in the legal industry is that these values are more strongly held by the junior end of the profession and are in some firms a potential cause for generational clash between juniors and leadership. 1. Showcase responsible business activity<\/strong><\/p>\n","innerContent":["\n 1. Showcase responsible business activity<\/strong><\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n Firms are underplaying the breadth and depth of their responsible business activity in their own external communications.<\/p>\n","innerContent":["\n Firms are underplaying the breadth and depth of their responsible business activity in their own external communications.<\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n Lamp House Strategy\u2019s analysis of law firm responsible business strategies<\/a> shows that some firms are failing to communicate more than 50% of their internal responsible business initiatives in their online communications.<\/p>\n","innerContent":["\n Lamp House Strategy\u2019s analysis of law firm responsible business strategies<\/a> shows that some firms are failing to communicate more than 50% of their internal responsible business initiatives in their online communications.<\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n For a lot of firms, there is a relatively quick-win to be had in publishing more cohesive and accessible information on their responsible business initiatives \u2013 for example, through producing an integrated responsible business report.<\/p>\n","innerContent":["\n For a lot of firms, there is a relatively quick-win to be had in publishing more cohesive and accessible information on their responsible business initiatives \u2013 for example, through producing an integrated responsible business report.<\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n An example of great reporting that we love comes from Burges Salmon<\/a>. The firm is one of the leaders in this space, and its reporting provides a thorough overview of its ambitions, approach and progress in sustainability, inclusivity and wellbeing.<\/p>\n","innerContent":["\n An example of great reporting that we love comes from Burges Salmon<\/a>. The firm is one of the leaders in this space, and its reporting provides a thorough overview of its ambitions, approach and progress in sustainability, inclusivity and wellbeing.<\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n Some firms also produce more detailed reports on the firm\u2019s strategies and achievements in discrete areas \u2013 a great example here being Slaughter & May\u2019s Race Fairness Action Plan<\/a>.<\/p>\n","innerContent":["\n Some firms also produce more detailed reports on the firm\u2019s strategies and achievements in discrete areas \u2013 a great example here being Slaughter & May\u2019s Race Fairness Action Plan<\/a>.<\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n By pulling together this information into a central place, firms can clearly communicate and showcase their approach to responsible business to current and prospective talent.<\/p>\n","innerContent":["\n By pulling together this information into a central place, firms can clearly communicate and showcase their approach to responsible business to current and prospective talent.<\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n 2. Walk the talk<\/strong><\/p>\n","innerContent":["\n 2. Walk the talk<\/strong><\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n The firms that top our responsible business benchmark are not the ones that fill their reporting with empty platitudes.<\/p>\n","innerContent":["\n The firms that top our responsible business benchmark are not the ones that fill their reporting with empty platitudes.<\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n Being able to evidence substantial, tangible actions that prove the commitment to responsible business practices is how firms create an authentic approach that its people can buy into. Being able to evidence substantial, tangible actions that prove the commitment to responsible business practices is how firms create an authentic approach that its people can buy into. The same is true among partners who believe their firms are committed to pro bono and that they are addressing climate change in a meaningful way. The same is true among partners who believe their firms are committed to pro bono and that they are addressing climate change in a meaningful way. Communicating that your firm\u2019s approach is authentic is, of course, not the same thing as being truly authentic. Communicating that your firm\u2019s approach is authentic is, of course, not the same thing as being truly authentic. 3. Telling your responsible business story<\/strong> 3. Telling your responsible business story<\/strong> \u2018Responsible business is one area where there is more room for firms to differentiate their employer brand.\u2019<\/em><\/p>","blockId":"ZbS8gF","blockUniqueClass":"lazyblock-chambers-quote-ZbS8gF"},"innerBlocks":[],"innerHTML":"","innerContent":[]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n Our research with GCs in the UK's legal market showed that only 22% strongly agree that their law firms are genuinely committed to ESG. <\/a><\/p>\n","innerContent":["\n
Our Leading Teams benchmark measures the impact of almost 50 different aspects of life at a firm to understand which are key to creating engagement, pride, advocacy and legal talent management.
A striking pattern is already emerging, with three distinct clusters of factors correlating with happiness in the role. Spoiler \u2013 remuneration does not feature!<\/p>\n\n\n\n
All of these factors are about responsible business.
What we mean by \u2018responsible business\u2019 is factors that relate to the impact the law firm has on its own people\u2019s lives and wellbeing, as well as its broader social and environmental impact as a business. This covers factors such as:
\u2022 Flexible working policies
\u2022 Mental health policies
\u2022 Diverse staffing
\u2022 Commitment to pro bono
\u2022 Sufficient staff for volume of work
\u2022 Authenticity of the firm\u2019s responsible business claims<\/p>\n\n\n\n\n\n
But what we have been fascinated to see is that these measures are also important drivers of satisfaction for top, partner-level talent.
But as we continue to roll out our research with associate-level talent, we expect to see an even stronger link between these responsible business factors and happiness.
Unlike the non-negotiables and leadership levers, there are more varied levels of satisfaction among partners on responsible business measures.
This opens up much more opportunity for firms to differentiate their employee proposition around these important drivers of engagement. But, the question for firms is how they can do this in a way that is credible, meaningful and authentic.<\/p>\n\n\n\n\n\n
What we already see in Leading Teams is that Chambers-ranked partners who feel their firm\u2019s responsible business claims are authentic are significantly more likely to feel they have chosen the right firm.<\/p>\n\n\n\n\n\n
<\/p>\n\n\n\n
So, how can firms prove this? Data is the answer.
Firms need a way to measure the impact of their responsible business strategies. It might mean collecting data points on:
\u2022 Uptake of particular initiatives or policies across the firm
\u2022 Employee satisfaction with particular initiatives
\u2022 Employee agreement with the firm\u2019s overall responsible business claims
We know that many firms are sometimes scared to ask these questions. But, the firms that take the leap are those that will get ahead in establishing themselves as a responsible business leader, which is a huge draw for talent.<\/p>\n\n\n\n
Now comes the difficult bit.
Firms need to go through steps one and two to build an authentic narrative around responsible business: what are the tangible things the firm is doing to have a positive impact on people and planet? What are the firm\u2019s ambitions in this area and what is its current impact?
Once a firm has landed on what that is, it needs to start telling that story. This is not just about having a great external comms strategy, but also making sure that this story is understood internally.
One thing we see within firms is that their own people are not even aware of the investments their firm is making in responsible business \u2013 especially if these are happening in different areas or regions of the firm.
More broadly, there is a huge amount of upskilling needed within firms when it comes to responsible business, especially among fee-earners.<\/p>\n\n\n\n\n\n
With client demand for responsible business advice and authenticity growing alongside that of talent, firms need to empower their people so that they feel confident in talking about the firm\u2019s actions and credentials in this space.
Whether through incentives, training, data, workshops \u2013 there is a lot that firms can do to generate buy-in across the firm for its responsible business agenda and making sure that talent see the impact of the firm\u2019s investment in this space.<\/p>\n\n\n\n\n\n
We are looking forward to growing our benchmark over time to include more junior legal talent and business services teams to see the impact across these other roles, as well as how the picture may change across regions and practices.
What is already clear though, is that no firm is owning this space. Responsible business is one area where there is more room for firms to differentiate their employer brand.
Stronger comms, data and storytelling are some of the ways in which firms can start to build their employee proposition around responsible business. Authenticity is key though, but firms that put in the work can expect to reap the reward.<\/p>\n\n\n\n\n\n
Our Leading Teams benchmark measures the impact of almost 50 different aspects of life at a firm to understand which are key to creating engagement, pride, advocacy and legal talent management.
A striking pattern is already emerging, with three distinct clusters of factors correlating with happiness in the role. Spoiler \u2013 remuneration does not feature!<\/p>\n","innerContent":["\n
Our Leading Teams benchmark measures the impact of almost 50 different aspects of life at a firm to understand which are key to creating engagement, pride, advocacy and legal talent management.
A striking pattern is already emerging, with three distinct clusters of factors correlating with happiness in the role. Spoiler \u2013 remuneration does not feature!<\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n
All of these factors are about responsible business.
What we mean by \u2018responsible business\u2019 is factors that relate to the impact the law firm has on its own people\u2019s lives and wellbeing, as well as its broader social and environmental impact as a business. This covers factors such as:
\u2022 Flexible working policies
\u2022 Mental health policies
\u2022 Diverse staffing
\u2022 Commitment to pro bono
\u2022 Sufficient staff for volume of work
\u2022 Authenticity of the firm\u2019s responsible business claims<\/p>\n","innerContent":["\n
All of these factors are about responsible business.
What we mean by \u2018responsible business\u2019 is factors that relate to the impact the law firm has on its own people\u2019s lives and wellbeing, as well as its broader social and environmental impact as a business. This covers factors such as:
\u2022 Flexible working policies
\u2022 Mental health policies
\u2022 Diverse staffing
\u2022 Commitment to pro bono
\u2022 Sufficient staff for volume of work
\u2022 Authenticity of the firm\u2019s responsible business claims<\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"lazyblock\/chambers-image","attrs":{"image":"%7B%22alt%22:%22Strength%20of%20correlation%20with%20happiness%20in%20current%20role%20%7C%20Chambers%20and%20Partners%20%7C%20Leading%20Teams%22,%22title%22:%22Picture1%22,%22caption%22:%22%22,%22description%22:%22%22,%22id%22:16184,%22link%22:%22https:\/\/wpcms.chambers.com\/topics\/the-new-battleground-for-employer-brand\/picture1-6\/%22,%22url%22:%22https:\/\/assets.chambers.com\/wp-content\/uploads\/2023\/05\/31142126\/Picture1.png%22,%22sizes%22:%7B%22thumbnail%22:%7B%22height%22:120,%22width%22:120,%22url%22:%22https:\/\/assets.chambers.com\/wp-content\/uploads\/2023\/05\/31142126\/Picture1-120x120.png%22,%22orientation%22:%22landscape%22%7D,%22medium%22:%7B%22height%22:169,%22width%22:300,%22url%22:%22https:\/\/assets.chambers.com\/wp-content\/uploads\/2023\/05\/31142126\/Picture1-300x169.png%22,%22orientation%22:%22landscape%22%7D,%22large%22:%7B%22height%22:577,%22width%22:1024,%22url%22:%22https:\/\/assets.chambers.com\/wp-content\/uploads\/2023\/05\/31142126\/Picture1-1024x577.png%22,%22orientation%22:%22landscape%22%7D,%22full%22:%7B%22url%22:%22https:\/\/assets.chambers.com\/wp-content\/uploads\/2023\/05\/31142126\/Picture1.png%22,%22height%22:1672,%22width%22:2968,%22orientation%22:%22landscape%22%7D%7D%7D","blockId":"ZiSdei","blockUniqueClass":"lazyblock-chambers-image-ZiSdei"},"innerBlocks":[],"innerHTML":"","innerContent":[]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n
But what we have been fascinated to see is that these measures are also important drivers of satisfaction for top, partner-level talent.
But as we continue to roll out our research with associate-level talent, we expect to see an even stronger link between these responsible business factors and happiness.
Unlike the non-negotiables and leadership levers, there are more varied levels of satisfaction among partners on responsible business measures.
This opens up much more opportunity for firms to differentiate their employee proposition around these important drivers of engagement. But, the question for firms is how they can do this in a way that is credible, meaningful and authentic.<\/p>\n","innerContent":["\n
But what we have been fascinated to see is that these measures are also important drivers of satisfaction for top, partner-level talent.
But as we continue to roll out our research with associate-level talent, we expect to see an even stronger link between these responsible business factors and happiness.
Unlike the non-negotiables and leadership levers, there are more varied levels of satisfaction among partners on responsible business measures.
This opens up much more opportunity for firms to differentiate their employee proposition around these important drivers of engagement. But, the question for firms is how they can do this in a way that is credible, meaningful and authentic.<\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"lazyblock\/chambers-header","attrs":{"header":"What do law firms need to do to enhance their responsible business brand?","headerLevel":"2","blockId":"Z1rSEAe","blockUniqueClass":"lazyblock-chambers-header-Z1rSEAe"},"innerBlocks":[],"innerHTML":"","innerContent":[]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n
What we already see in Leading Teams is that Chambers-ranked partners who feel their firm\u2019s responsible business claims are authentic are significantly more likely to feel they have chosen the right firm.<\/p>\n","innerContent":["\n
What we already see in Leading Teams is that Chambers-ranked partners who feel their firm\u2019s responsible business claims are authentic are significantly more likely to feel they have chosen the right firm.<\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"lazyblock\/chambers-image","attrs":{"image":"%7B%22alt%22:%22Impact%20of%20commitment%20to%20being%20a%20responsible%20firm%20has%20on%20partners%20feeling%20they%20have%20chosen%20the%20right%20firm%20%7C%20Chambers%20and%20Partners%20%7C%20Leading%20Teams%22,%22title%22:%22Picture3%22,%22caption%22:%22%22,%22description%22:%22%22,%22id%22:16189,%22link%22:%22https:\/\/wpcms.chambers.com\/topics\/the-new-battleground-for-employer-brand\/picture3\/%22,%22url%22:%22https:\/\/assets.chambers.com\/wp-content\/uploads\/2023\/05\/31155315\/Picture3.png%22,%22sizes%22:%7B%22thumbnail%22:%7B%22height%22:120,%22width%22:120,%22url%22:%22https:\/\/assets.chambers.com\/wp-content\/uploads\/2023\/05\/31155315\/Picture3-120x120.png%22,%22orientation%22:%22landscape%22%7D,%22medium%22:%7B%22height%22:190,%22width%22:300,%22url%22:%22https:\/\/assets.chambers.com\/wp-content\/uploads\/2023\/05\/31155315\/Picture3-300x190.png%22,%22orientation%22:%22landscape%22%7D,%22large%22:%7B%22height%22:648,%22width%22:1024,%22url%22:%22https:\/\/assets.chambers.com\/wp-content\/uploads\/2023\/05\/31155315\/Picture3-1024x648.png%22,%22orientation%22:%22landscape%22%7D,%22full%22:%7B%22url%22:%22https:\/\/assets.chambers.com\/wp-content\/uploads\/2023\/05\/31155315\/Picture3.png%22,%22height%22:1681,%22width%22:2656,%22orientation%22:%22landscape%22%7D%7D%7D","blockId":"xWDPb","blockUniqueClass":"lazyblock-chambers-image-xWDPb"},"innerBlocks":[],"innerHTML":"","innerContent":[]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n
<\/p>\n","innerContent":["\n
<\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n
So, how can firms prove this? Data is the answer.
Firms need a way to measure the impact of their responsible business strategies. It might mean collecting data points on:
\u2022 Uptake of particular initiatives or policies across the firm
\u2022 Employee satisfaction with particular initiatives
\u2022 Employee agreement with the firm\u2019s overall responsible business claims
We know that many firms are sometimes scared to ask these questions. But, the firms that take the leap are those that will get ahead in establishing themselves as a responsible business leader, which is a huge draw for talent.<\/p>\n","innerContent":["\n
So, how can firms prove this? Data is the answer.
Firms need a way to measure the impact of their responsible business strategies. It might mean collecting data points on:
\u2022 Uptake of particular initiatives or policies across the firm
\u2022 Employee satisfaction with particular initiatives
\u2022 Employee agreement with the firm\u2019s overall responsible business claims
We know that many firms are sometimes scared to ask these questions. But, the firms that take the leap are those that will get ahead in establishing themselves as a responsible business leader, which is a huge draw for talent.<\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"core\/paragraph","attrs":[],"innerBlocks":[],"innerHTML":"\n
Now comes the difficult bit.
Firms need to go through steps one and two to build an authentic narrative around responsible business: what are the tangible things the firm is doing to have a positive impact on people and planet? What are the firm\u2019s ambitions in this area and what is its current impact?
Once a firm has landed on what that is, it needs to start telling that story. This is not just about having a great external comms strategy, but also making sure that this story is understood internally.
One thing we see within firms is that their own people are not even aware of the investments their firm is making in responsible business \u2013 especially if these are happening in different areas or regions of the firm.
More broadly, there is a huge amount of upskilling needed within firms when it comes to responsible business, especially among fee-earners.<\/p>\n","innerContent":["\n
Now comes the difficult bit.
Firms need to go through steps one and two to build an authentic narrative around responsible business: what are the tangible things the firm is doing to have a positive impact on people and planet? What are the firm\u2019s ambitions in this area and what is its current impact?
Once a firm has landed on what that is, it needs to start telling that story. This is not just about having a great external comms strategy, but also making sure that this story is understood internally.
One thing we see within firms is that their own people are not even aware of the investments their firm is making in responsible business \u2013 especially if these are happening in different areas or regions of the firm.
More broadly, there is a huge amount of upskilling needed within firms when it comes to responsible business, especially among fee-earners.<\/p>\n"]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"lazyblock\/chambers-quote","attrs":{"quote":"