Should I stay or should I go?

Brooke Finkelstein started her career as an employment lawyer at a large law firm but soon realized that the “big law” experience did not align with her long-term goals.

Since joining a smaller firm about seven months ago, she says her work environment is now “better than I ever could have imagined.” In her new role at West Coast Workplace Law based in Vancouver, she doesn’t feel like her entire life is dedicated to work.

“I feel seen and respected as a whole person. My ideas are valued, and my time is valued,” says Finkelstein.

“I can make plans and not have to cancel all the time.”

According to a new research report on Canadian law firms, compensation, followed closely by work-life balance and career path, were the main factors why associates choose to stay at their law firms.

The NALP Foundation, an American non-profit organization, surveyed more than 400 associates from 17 Canadian law firms about their reasons for staying or leaving their law firms for the inaugural report Should I Stay or Should I Go? Key Factors Driving Law Firm Associate Retention.

The researchers found that 80 per cent of associates described their law firm experiences positively, while 75 per cent reported that they were highly engaged with their firms. Notably, those with hybrid work environments reported a higher engagement level and a more positive experience.

Christie Gilmour, an employment lawyer and member of Forte Workplace Law's leadership team, says that work-life balance is more important than compensation for her. A lack of it is one of the reasons she left her previous firm.

“Obviously, compensation is important because life is expensive now, and I have three kids,” she says.

“But I work an 80 percent schedule. I take time off. When I go on vacation, I really disconnect.”

Brittany Greenberg, an associate with Koskie Minsky LLP in Toronto, echoed that sentiment.

“You want to make sure that you’re appropriately compensated for what you do — everybody deserves that,” she says.

“But my mental health and wellbeing are far more important to me.”

As the owner of West Coast Workplace Law, Leanne M. Walsh knows it’s not all about the money.

“My personal philosophy is that there is not a big enough salary that would compensate people for a loss of joy in their personal lives,” she says.

“Compensation is driven by what people think they need and how they want to work.”

Walsh recommends that law firms ask their associates about their priorities, including work hours and flexible working arrangements, as part of the compensation question.

“Productivity is there when people are rested and happy. We think that the clients are best served by having rested people,” she says.

“In my firm, it’s important we do meaningful work, and we need to feel positive and energized to do that.”

For Greenberg, it’s also critical that her work aligns with her personal values.

“I get to go to work and do something I feel good about every day,” she says.

“No matter how nice the people are, no matter how good my work-life balance is, if I didn’t feel good about the work I’m putting out there, I wouldn’t stay.”

She also enjoys Koskie Minsky’s collegial work environment, which is “not a given everywhere.”

For law firms looking for ways to retain associates, Greenberg offers up a simple solution: just ask them.

“Consult the associates you want to hear from -- actually talk to them. Don’t make assumptions about what you think they want or need.”

Gilmour says firms should be flexible and open to trying new working arrangements.

“If someone comes to you with a proposal about something they want to try -- they want to work from home a little bit more or if they want more flexibility for their child-care arrangements -- try to go in with an open mind,” she advises.

“Flexibility has been a huge game-changer for so many people at our firm.”

Firms also need to ensure they show respect for their associates’ opinions.

“Listen to people, respect people and try to have an environment where people aren’t afraid to say what they’re thinking,” Gilmour says.

“One of the worst things that can happen is that people are afraid to speak up because they are afraid they’ll get dismissed or talked down to.”

Gilmour has worked at Forte Workplace Law for more than seven years and says the culture of respect is among the reasons why she enjoys her current firm.

“I feel respected -- my time and my ideas are valued.”

For Finkelstein, that kind of appreciation towards associates goes a long way.

“As long as I feel appreciated and valued, I am very happy with that.”