Having a well-structured professional development program can also help retain employees and attract new ones. Many firms face challenges in staff retention. Offering regular professional training can show current employees that a firm is serious about their career development. It can also help improve overall job satisfaction. In fact, according to the 2024 LinkedIn Workplace Learning Report, people who received on-the-job learning reported feeling more connected to their company and a stronger sense of purpose in their work.
“In general, people want to learn and grow, and get better,” says Cramer. “Professional development helps us retain employees because they feel that their company or firm is invested in them and their professional growth. When we offer those programs in-house or pay for programs outside of the firm, it emphasizes the value we put on developing our employees.”
For job candidates, professional development has also become a top priority when looking for their next position. Gen Z in particular is more interested in companies that offer concrete learning opportunities on-the-job, according to the 2024 LinkedIn Workplace Learning Report.
“When meeting with potential employees on any level, we talk about training programs in great detail,” says Cramer. “It is something many candidates ask about now, so they are looking for it. It is part of their job search and decision-making process.”
IMPLEMENTING AN EFFECTIVE PROFESSIONAL DEVELOPMENT PROGRAM
When building a professional development program, firms have many options to consider beyond the usual continuing education requirements for lawyers. Some popular ways to provide career training for employees include conferences, workshops, seminars, small-group coaching, mentoring and e-learning platforms. No matter the approach, though, the number one concern for many business leaders at law firms is often attendance, especially when time spent learning may not apply as billable hours.
When meeting with potential employees on any level, we talk about training programs in great detail. It is something many candidates ask about now, so they are looking for it. It is part of their job search and decision-making process.
“Many firms struggle with getting people, especially lawyers, to show up for training — whether it’s virtual or in-person,” says Jon Krop, Founder and Chief Executive Officer of Flourish Legal Well-Being. “So the biggest challenge tends to be attendance or engagement.”
Offering billable credit for professional development time is one way to help encourage staff to participate. But that may not always be a feasible solution. The following strategies can help in building a more engaging and effective professional development program.
Talk with staff.
Asking lawyers and support staff what they are interested in learning or what problems they need help in solving can provide valuable information and direction for your approach to career training. Talking with staff can also help you learn how best to tailor content for your audience, says Krop. It can give firms a sense of what their employees are struggling with and how they think and talk about those things. That input can help firms choose the most appropriate language, examples and techniques for their staff.
Involve staff in training development.
You can maximize your professional development program by involving current staff in the creation of it. For instance, at Baker Sterchi Cowden & Rice LLC, several staff members were selected to help develop in-house boot camps on the full litigation cycle for new associates and paralegals. In this six-week pilot program, staff met for a few hours each week to hone skills in preparing for a deposition, practicing good timekeeping, getting ready for trial and more. Through this approach, both participants and trainers gained valuable career development.
“By using in-house staff, trainers got additional development, too,” says Cramer. “For instance, senior paralegal staff were able to develop their presentation skills in putting the training together and doing it for us.”
Break up training into smaller segments.
During the fast-paced workweek, employees often can’t set aside long periods of time for learning and development. Giving people quick, bite-sized training over time — and when they need it — can be an effective strategy.
During the fast-paced workweek, employees often can’t set aside long periods of time for learning and development. Giving people quick, bite-sized training over time — and when they need it — can be an effective strategy.
“When developing training for firms, we use short sessions,” says Krop. “So instead of doing a traditional 60- or 90-minute session, we’ll do three 30-minute sessions across three weeks. That gets more touch points with staff and makes it much easier for staff and lawyers to slip the time into their calendar.”
Consider training that supports the whole person.
Today’s workers are looking for companies that support better work-life balance, according to the American Psychological Association’s 2023 Work in America Survey. Training on stress management, emotional regulation and even fitness and nutrition can help staff perform better and avoid burnout. Such services can also make firms more attractive to prospective employees.
“Cultivating skills around well-being, thriving in your work, managing stress, performing at your best under pressure — all those things seem quite clearly part of the learning and development trajectory for lawyers and other staff,” says Krop. “Employees taking care of themselves translates into better business and client servicing overall.”
Make it a teach-me moment.
Employees often gain valuable knowledge from attending conferences and workshops. But your budget may limit these opportunities because of the cost of travel and other related expenses. Encouraging employees who attend such events to share what they learned with other staff members can help mitigate cost. At the same time, employees gain confidence and credibility while advancing their career.
In the long-run, investing in a professional development program can be a cost-savings strategy that benefits both the firm and its employees. “Professional development is an investment,” says Cramer. “It takes time and money. It’s not inexpensive to offer professional development, but it’s so important.”
