Our experts reveal tips
on properly handling
year-end reviews at
work, whether you are
getting or doling one out
as the end of 2011 nears
T
By shekhar Parmar
and Alice Toal
he end of a year often
brings sparkly dresses,
confetti and champagne.
The close of another cal-
endar year also usually
brings a performance review, with
awkward conversation, red faces and
possible disappointment.
Whether you are giving or getting
a year-end review soon, as recruiters
we have dealt with a bevy of questions, from how to dole out a review,
to compensation questions from in-house counsel. Both parties (those
conducting the review and those being reviewed) want to ensure that the
review is both taken seriously and is
beneficial. Often, queries stem from
uncertainty around the process and
the information available, due to a
perceived lack of comparable data relating to in-house counsel in other organizations. Unlike private practice,
where compensation and career paths
are broadly similar across the board
for associates in “same tier” firms, no
two in-house legal roles are alike.
Uncertainty can be frustrating for
both in-house counsel and their reviewers. In-house counsel want a meaningful discussion about their career progression (both in terms of roles and
compensation) but may feel hampered
by a lack of knowledge about what the
rest of the market is doing. Likewise a
reviewer wants to retain and motivate
in-house counsel over the long-term,
within the boundaries of what is reasonable in the wider legal market.
It is not all bad news. If viewed differently, uncertainty can also create
opportunities for both parties. The
lack of rigid career paths for in-house
lawyers allows them to actively shape
their role. In particular, yearly performance reviews are an excellent tool
for both parties involved, but work
best only with careful preparation.
Here are some suggestions for preparing for such a review.
