OSBORNE CLARKE LLP
future trainees were invited to events, including end-of-year drinks and the summer party – meeting people on social occasions really helped me to feel more relaxed when I started.” Zoe elaborates on some of the other things they do to bridge the gap: “We run a session when they start the LPC to update them on where the firm is at and what’s been happening, as well as a training session at the firm just before Christmas, which is coupled with a trainee social. We want to help them to build relationships early, so that day one as a trainee isn’t daunting.” Once at the firm, trainees are quickly absorbed into their teams. “The first six months as a trainee will be daunting, but we do encourage our new trainees in the summer before they join to ask any questions and read up on the firm, so that they’re mentally engaged by the time they get here,” says Catherine. “In the induction programme over the first four days, kicked off by our managing partner Ray Berg, the trainees have talks from lawyers, business managers, and have informal lunches and drinks throughout the week where they’re networking and meeting as many people as possible. They also spend a lot of one-on-one time with the supervisor who will be working with them for the first six months, talking about the team, the work and the personalities. We pair them up with a second-year trainee buddy and encourage them to develop a sense of belonging with their own cohort.” “The level of responsibility they get at an early stage is impressive – many are taken along to client meetings in their first week – so they are truly immersed in the teams from day one,” adds Zoe. “Support is available if they need it, but our feeling is that the training contract is also what each individual decides to make of it – if someone asks for more responsibility, they will normally be given it straightaway.” Ben looks back over his experiences as a trainee: “My supervisors have all been excellent;
we’ve always had weekly catch-ups and they are always available to chat. Each of the five I’ve had put masses of effort into making sure I was welcomed into each team and given a good spread of work. I never think of partner contact as separate – it is daily and a reflection of the collaborative atmosphere at the firm. Even just being in an open-plan office makes a difference, as you don’t have to creep into someone’s office or knock nervously on the door.” In terms of responsibility, Ben’s first- seat experience was instructive of what was to come: “My supervisor was very aware that I had only just started, but was happy to let me run with it as much as I was capable of doing. At the end of that first six months, I was doing work that would have been unthinkable at the beginning. The level of responsibility is personally appropriate to you and your development throughout.” Catherine confirms that support is likewise tailored to the individual: “Every trainee has a different level of experience and skillset, and we want to help in those areas that need development and allow them to progress more quickly in those they’re very able in. Their supervision and support are focused on them
as individuals; and that is possible because we spend time training both the supervisors and the partners who supervise the supervisors!” Supervisors take ownership of their role in the process, says Catherine: “I know it sounds clichéd, but I can genuinely say, having worked at three different firms, that we really value trainees as individuals. We do that by making sure that the person charged with supervising and giving that trainee work has ownership for his or her development. Supervisors work with trainees to set clear objectives, and give real-time feedback, to ensure that at the end of the two years they have had a well-rounded experience and developed as much as possible.” Zoe is happy to report that she has no trouble getting partners involved in the process: “Trainees are an integral part of the firm and its future succession planning, so a lot of emphasis is placed on the recruitment responsibility for both recruitment and development of the trainees, regularly catching up with them and checking that we are delivering training that is fit for purpose.” and training process. A partner in each of the UK offices takes
Turning legal knowledge into commercial legal advice is a skill that trainees develop during the training contract
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