![]() ![]() What is your greatest challenge? To deliver on our new, regular approach to performance management. The more that people talk to each other, the easier it will be to ask the bigger questions around career opportunities. Instead, associates now have at least four quality conversations a year, encouraging them and partners to talk regularly, adult to adult, even if it is sometimes just 15 minutes, about how they are doing, how things are going. The formal appraisals, meeting with two partners, felt old-fashioned and a little ‘parent to child’. It seems to be going down positively among our associates. What has been your greatest achievement in the last year? Our firm-wide project to remove appraisals and replace them with a lighter touch, more regular approach. But also, quite often, those outside interests are things that bring valuable insights and viewpoints that can be applied in the work environment as much as externally. It’s an environment where people are encouraged to be themselves, to bring outside interests into the workplace, which help them achieve a balance between what they enjoy doing at work and what they enjoy doing outside work. How would you define the culture? Everything derives from our collaborative, team-based approach and supportive culture. ![]() ![]() RPC director of people and talent development Rachel Street talks to Legal Week Intelligence. ![]()
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