Trainee mental health: Has there been an overcorrection?

This is the question that was asked during one of our Leaders in Law mental health awareness training sessions.

It’s no secret that there are higher than average rates of mental illnesses in the legal sector, and the pandemic has certainly increased focus on the area. This has been welcomed by those joining the profession, as studies show future joiners want to work for firms that prioritise mental health.

However, more recent research has shown that despite the increased investment in mental health, some of the core problems related to the loss of top future talent are being exacerbated.

Not helped in any way by the salary wars between firms trying to attract top junior talent, recent research suggests the generational divide in firms has become more polarised as:

● 76% of partners believe junior associates are more entitled than they were three years ago

● 58% of partners have noticed a “negative change” in the attitude of associates they work with

● 42% of partners said juniors don’t work as hard as they did

● 60% of trainees do not feel satisfied with the level of supervision/mentorship they receive from their leaders

● Only 14% of trainees see themselves staying at their firm between 5-10 years

How, then, do firms cultivate a mentally healthy culture that supports the development and retention of junior talent whilst also balancing the demands of senior leaders?

Aside from ‘letting the recession sort it out’ as one partner joked in the same session, let’s hone in on the most impactful, accessible and, dare I say obvious, solutions available to us right now - the supervisor-trainee dynamic

Although there has been increased focus on supervisor/trainee training since the SRA workplace culture review, and as a result of hybrid working, much of the efforts have been generic and therefore impractical within a law firm setting. In our work with 50+ law firms across the UK & Europe, we’ve identified and refined a framework that outlines the core interactions between supervisors and trainees, and provides practical and specific guidance to ensure a more harmonious win-win working relationship.

The I-ABCD (Induction, Allocation, Briefing, Checking, Debriefing (feedback)) model effectively helps to minimise friction and barriers to engagement and supports both parties to enhance their personal effectiveness.

From a ‘start right’ approach to briefing to initiating sensitive conversations, the framework, in effect, helps translate a firm’s policies and strategies to drive engagement, retention and sustainability into real-life behaviours specific to the demands of the legal profession.

The current retention crisis and increased regulatory focus reminds us that this critical dynamic can no longer be left to chance by individuals and firms who want to future-proof their competitiveness and growth.

For more information on how the framework can support your ROI on trainee development and leadership initiatives you can get in touch with me via our website.

Marie Dillon Director, Leading Minds www.leadingmindsglobal.com