A Career in the Courtroom: A Different Model for the Success ... - DRI

their promotion. This suggestion assumes, of course, that these lawyers have made
the contributions during their years as associates that otherwise justify offers of partnership.
The duration of the partnership track and requirements for partnership for
lawyers on part-time schedules should be carefully considered by firm management
and publicized in order that part-time attorneys will know beforehand whether they
are eligible for partnership. If they are eligible, this publicity will help them understand
the ground rules for partnership and allow them the opportunity to plan their careers
accordingly.
Firm Policies for Part-Time Lawyers
The model balanced hours policy promulgated by the Project for Attorney Retention in
its 2001 final report 42 is set forth in the Appendix. DRI gratefully acknowledges the
efforts expended by PAR in its development of this report and model policy and its
gracious consent to allow the model policy to be reprinted in this report. The model
policy is, however, set forth in this report with the caveat that the mere adoption of a
policy is insufficient, in and of itself, to create the atmosphere necessary for a successful
part-time policy. Clearly, along with the adoption of a policy tailored to the unique
needs of the firm, there must be an attitudinal shift that welcomes part-time lawyers
and embraces the concept that accommodations for such attorneys will serve the
best long-term interests of the firm and its clients.
Periodic Evaluation of Firm Policies
In order for the firm to determine the effectiveness of its part-time policy, it is crucial
that the policy be periodically evaluated. Perhaps the most efficient manner in which
to evaluate the policy is through periodic surveys of the firm’s attorneys. “Such surveys
can assess women’s experience in areas such as compensation, leadership positions,
promotion patterns, alternative work arrangements and satisfaction levels.” 43 Sensitivity
training for partners may be effective to assist them in understanding and accepting
the issues with which part-time lawyers are faced. While no measure of sensitivity
training will win over all partners, antiquated views toward external issues facing
women trial lawyers will gradually fade as older male partners retire. A change in
firm culture, which is required for acceptance of alternative work arrangements to
accommodate lawyers’ outside interests and obligations, is an evolutionary process
that will likely require more than a single generation of lawyers to come to fruition.
42 PAR Study, supra note 35.
43 The Unfinished Agenda, supra note 12, at 33 (citing Women of Color in Corporate Management:
Dynamics of Career Advancement, 32–33, 66 (Catalyst, 1999)); Advancing
Women in Business: Best Practices from the Corporate Leaders, 39–52 (Catalyst, 1998);
Mary C. Mattis, “Organizational Initiatives in the USA for Advancing Managerial
Women,” in Women in Management: Current Research Issues (Davidson & Burke, eds.
1994); Deborah Graham, Best Practices, ch. 1 (American Bar Association Commission
on Women in the Profession).
38 A Career in the Courtroom: A Different Model for the Success of Women Who Try Cases