Embracing the human factor to attract and retain top talent
Evolving work models, generational shifts and the new focus on mental health are fundamentally changing the business of law
By Lucy Saddleton, Managing Editor, ADB Insights
As businesses and law firms have faced a wealth of transformational shifts in recent years, retaining and attracting the next generation of legal talent presents many challenges as well as opportunities. A new focus on work-life balance and mental health awareness have changed the way many legal teams operate.
Historic work models have shifted in the past decade, with in-house counsel roles becoming increasingly desirable and many lawyers rejecting traditional career paths.
Thomas Santram, SVP General Counsel, Cineplex Entertainment
“We’ve seen an amazing professionalization of the in-house bar, with people choosing to work in-house right from the start of their careers,” says Conni Gibson, chief legal officer and corporate secretary at Interac Corp. “We see thousands of resumes from amazingly qualified students who want to come and article with us and build their career in-house.” Interac also recruits lawyers who have been highly successful in private practice and choose to move in-house, Gibson adds.
Conni GIbson, Chief Legal Officer & Corporate Secretary, Interac Corp.
Gibson will be speaking at the Legal Innovation Forum in Toronto on May 15.
The COVID-19 pandemic accelerated the rise of technology and remote workplaces, allowing for more flexibility, and fundamentally changing the narrative for firm and corporate culture. Loblaw Companies is no exception.
“We moved from essentially being five days in the office to being entirely remote, and now people are returning to a hybrid world, so that’s the next evolution,” says Nick Henn, EVP and chief legal officer at Loblaw. “Frankly, it’s taken people a long time to work out how we can get the best of what we used to have while embracing what we learnt through COVID to create the best of both worlds.”
Nick Henn, EVP & Chief Legal Officer, Lobular
Like many legal departments, Cineplex has mandated three days per week in office for team members, following the end of pandemic-driven disruption.
“This is not based on improving productivity, and it’s definitely not a lack of trust,” says Thomas Santram, SVP, general counsel at Cineplex Entertainment. “It really was based on a desire to stay connected with each other and remain an effective team. Cineplex is a creative company in a creative industry, and the entire industry is rooted in collaboration, so it was important for us to maintain and continue the personal connections we have,” he adds.
In order to attract and retain talent, Santram offers his team the opportunity to try new roles and work on different types of files, or to cross-train in different areas of the business to build new skills. Team members also have the opportunity to attend industry events such as movie premieres, TIFF and award shows. Santram’s team also benefits from corporate social events where they watch movies and enjoy popcorn in the office screening room.
“I want people to feel comfortable and valued and to enjoy the environment that they work in,” says Santram.
Many lawyers are learning non-legal skills and choosing innovative, lateral career paths as opposed to climbing the traditional ladder. At Loblaw, Henn notes a rise in tech-savvy lawyers and an interest in moving to non-legal roles.
“We certainly have lots of examples of lawyers moving into business roles which gives them a chance to shine and be a competitive advantage to the business,” says Henn. “I’ve seen people move into compliance, operational roles, communications or ESG roles. A lot of organizations have embraced the idea that legal training is a pretty good basis for people to take on different things.”
Although video-conferencing technology has provided more flexibility and a wider geographical talent pool, the era of remote work can have a negative impact on the development of articling students, according to Gibson.
“Our first year articling students want to be in the office to be a part of something, but if other people aren’t in the office, that thing they want to be a part of just isn’t happening. There’s nobody here for them to learn from and shadow and join meetings with,” she says.
Following the generational shift towards work-life balance, many legal teams are choosing to promote mental health awareness.
With May being Mental Health Awareness Month in Canada, the legal department at CIRO (The Canadian Investment Regulatory Authority) recently launched an initiative with the Canadian Mental Health Association intended to foster a supportive and understanding workplace culture. The program incorporates interactive activities, educational resources and a platform to facilitate open dialogue.
“We are trying to emphasize the importance of nurturing your mental well being and to focus on wellness,” says Jennifer Armstrong, general counsel and corporate secretary at CIRO - another speaker at the Legal Innovation Forum. “Our culture supports mental health here at CIRO, and it also paves the way to help with resilience when we do face challenges, so it’s a proactive measure,” she adds.
Jennifer Armstrong, General Counsel & Corporate Secretary, CIRO
Building a strong corporate culture with a focus on wellness can help to attract and retain talent at a time when some legal departments are struggling with rapid turnover.
“At CIRO, our employees identify and align with our purpose - and that’s to protect Canadian investors and uphold the integrity of the capital markets - so we do not suffer from turnover,” says Armstrong.
Employee engagement strategies are essential to make people feel valued and create a positive corporate culture, Armstrong says. For example, CIRO conducts quarterly anonymous engagement surveys to allow employees to give feedback and make suggestions. The organization has also put in place an advisory committee to help improve diversity,equity and inclusion. Among many DEI initiatives, CIRO recently sponsored employee participation in the First Nations University course on the Four Seasons of Reconciliation, which Armstrong says was well received by her team and across the organization.
At Cineplex, the legal department has built an appealing culture to align with the creative, forward-thinking image of the company brand.
“While the entertainment field is inherently appealing, I think our corporate and departmental culture sets us apart,” says Santram. “We’re a department that places emphasis on respect, and I think my obligation, in terms of managing the department, is to provide growth opportunities and to provide autonomy as much as possible. I work with phenomenal professionals and I’ve learnt that they thrive when they’re given the tools they need to succeed.”
Armstrong agrees that in-house lawyers are increasingly combining legal knowledge with industry knowledge and business acumen.
“I see this concept emerging of the business lawyer as an influencer,” says Armstrong. “Legal advice is obviously the first mission of lawyers but it can’t be isolated. I know I’m doing much more than just providing day to day legal advice.”
At Interac, Gibson strives to help employees reach their career goals by talking to them and asking what they hope to achieve and then encouraging them to take on new challenges to build the necessary skill set.
“I’m a big believer in authenticity and doubling down on the art of listening,” says Gibson. “It’s really important for young people to talk about career paths,” she adds. Gibson also believes in empowering her team to make decisions for themselves, rather than micromanaging.
“Empowerment is taking a leap of faith as a senior manager. They may not always make the right decision but you have to let them try and see where it goes,” she says.
Hear more from Gibson and Armstrong at the Legal Innovation Forum on May 15.