This Four-step Plan Improves Associate Year-end Reviews

John G. Iezzi, Iezzi Management Group
March 1, 2003

If you were to take a poll of most associates in law firms today, you would probably find their major complaint to be that there is no formal evaluation process at their firms. This is primarily because attorneys are not generally familiar with normal and acceptable employment practices and not aware of the process or of what should be discussed.

The process is fairly simple. In evaluating associates, one must deal with the four P’s. Performance; Production; Profitability; and Prospects for the future.

Performance should cover the following issues:

1. General legal competence

2. Research abilities

3. Written communication - To include ability to write in a precise, orderly and conclusive    way.

4. Oral communication - To include ability to listen and express self in a direct, concise    and effective manner.

5. Efficiency and Promptness - Reflects capability and productivity with consistency of    meeting work schedules and deadlines.

6. Amount of Work Load - Evaluate both the volume of work produced and the accuracy,    neatness and thoroughness which it is done.

7. Ability to get along with clients - Consider any particular praise or complaints from    clients; ability in dealing with the public. Should include ability to instill    confidence.

8. Identity with the Firm - Consider cooperation with fellow attorneys, firm personnel and    administrative matters, projection of a good image for the firm. Willingness to do more    than required.

9. Personal traits - Evaluate judgment, character, personal conduct, appearance, image.    Include poise, level of self-confidence, tact and maturity.

10. Participation in community and professional activities - Consider assimilation into the     community; bar activities; etc.

Production includes not just to billable hours, but productive hours. This relates to the total time commitment of the individual to those matters which assists the attorney and the firm in achieving its goals and objectives. In many firms, the goals and objectives are set at the beginning of the year and then evaluated throughout the year to determine whether these are being met, and if not, what can be corrected to achieve them by year-end.

Profitability is a difficult issue to evaluate unless the firm has the level of financial management sophistication to calculate all of the factors that need to be considered in determining whether an associate is making a contribution towards the firm’s net income objectives. This includes whether there is profit at various levels of hours; at various rate levels, realization levels, and profit levels. The firm should have the ability to set profit goals for each associate based on the factors that are necessary to set associate rates and profitability.

The associate should be informed as soon as practical with respect to their Prospects for advancement to the next level; whether that be to equity partner, non-equity partner, senior associate, etc. The firm needs to develop criteria for advancement and this information should be communicated frequently and in a forthright manner so that the associates understand what they need to accomplish individually in order to achieve their long term aspirations with the firm.

Evaluating the four P’s will go a long way towards improving morale among the associates and better permit each one to alter their behaviors toward achieving their individual objectives.