When the Firm launched our 2020 Strategy, we committed to improving engagement and giving people more opportunities to have their say and contribute to positive change.

We ran two global employee surveys during the five-year period, including a Health and Engagement survey in 2018 and our People’s Voice survey in 2020.

Chief People Officer Jennifer Philpot explains: “Global surveys are the engagement equivalent of research and development because, in order to improve things, we first need to listen.

“That’s why the feedback of partners, associates, counsel and business services professionals is so important – it helps us keep our finger on the pulse and, most importantly, make lasting, listening-based improvements.

“Our ultimate goal is to provide the best possible environment and structure for our people to reach their full potential – something that helps them build meaningful careers and contributes to the success of the Firm.”

The global surveys are designed to gather feedback and measure success in four core areas that help our people feel fully engaged and able to be their very best.

Jennifer says: “Firstly, we wanted to ask if people had all they needed to do their jobs – are they getting the right experiences, stretch assignments, mentoring and opportunities to contribute? Secondly, we wanted to find out what people thought about their environment – are we living our values and fostering inclusion, working flexibly and collaboratively, respecting others, and creating a sense of wellbeing?

“Thirdly, we asked them what they thought of communication and conversations across the Firm. Are they confident in the direction of the Firm, do they understand how their work fits into the wider strategy, do they know what is expected of them? Do they have access to partners and other Firm leaders? Do they have regular conversations about their performance and progression that empower them to make healthy decisions about their own careers?

“Finally, we wanted to find out how we were doing on reward and recognition. Beyond salary and benefits, are we providing real time off for people to recuperate? Are we acknowledging each other for our efforts, and are we taking the time to say ‘thank you’ for a job well done?”

But the true measure of the success of the surveys goes far beyond the statistics.

“The real story behind the surveys is that they’ve allowed us to listen, shift our thinking, create programs and implement changes based on the feedback we’ve received,” says Jennifer.

Indeed, one of the biggest opportunities identified by lawyers and business services professionals alike in the 2018 survey was the need for clarity around individual performance and progression and more transparency around what’s on offer to support development.

“In response, we’ve increased focus on training, mentoring and coaching and have introduced yearly career conversations for associates and their equivalents at level seven and above, so they have a better idea if they are on the path to partner with the Firm,” says Jennifer.

We’ve also introduced partner leadership and new partner programs following feedback from the 2018 survey.

Jennifer adds: “Another thing highlighted in both surveys was a big emphasis on feedback. Associates and business services professionals told us they needed to hear from partners or managers more frequently in order to understand what they were doing well and where they need to improve.

“It was clear that annual evaluations weren’t enough, so we designed and introduced a feedback tool, available on Connect and computer desktops, which makes it quick and simple for people to request and receive feedback.

“We also provided support to partners and managers on the things to cover in their responses.”

The tool was launched last summer and, by the end of 2020, had been used to provide over 12,000 pieces of feedback for people across the Firm.

Jennifer says: “To go from zero to 12,000 in six months speaks volumes, not just of the pent-up demand for feedback, but of our leaders’ willingness to give it.”

This focus on providing more regular, quicker feedback is also being applied to the way the Firm runs employee surveys.

Jennifer says: “Our 2018 survey had around 100 questions, but we cut back to around 20 last year because we appreciate that, when it comes to listening and improving, shorter and more frequent is the way to go.

“We’re also working to embed a culture where everyone takes ownership of their own results and works to make improvements because, while some things can be improved through programs or projects, ultimately, it’s about individual ownership. None of this matters if we’re not each taking steps to collaborate, support and drive the change needed.

“We all have access to the findings of our surveys within three days, so it’s a great opportunity for teams to discuss the findings, hold workshops and make meaningful changes.

“It’s about listening, improving, and empowering people to find solutions. I’m excited about what we can continue to achieve by working together to make the Firm even better than it is today.”