Page 33 - Sheppard Mullin Capabilities Overview Prepared for Regeneron

In addition to these structured programs, we also focus on each person individually to support their success and advancement. For example, practice group leaders (“PGL”) work closely with D&I leadership as well as the talent management and business development teams to identify critical career-enhancing opportunities for PSPs and senior associates approaching promotion to PSP. Examples of these kinds of opportunities include the appointment to leadership positions both internally and externally, strategic conference attendance and thought leadership (i.e., writing articles and blog posts) and speaking engagement opportunities, which support their ability to develop networks, gain visibility and establish themselves as subject-matter experts in the industry.
We recently restructured our Partner Nomination Committee (PNC) to provide support earlier in associates’ development. Beginning in their sixth year of practice, associates will be paired with a PNC member who will meet regularly with their assigned attorneys. The PNC member does not replace the Partner Mentor and or assume the role of PGLs. Instead it is an additional resource that provides feedback and asks follow-up questions regarding business plans.
While we recognize the importance of continuing these and other shorter-term initiatives, we believe that the many of the critical skills attorneys need to hone to become successful partners must be developed throughout their career starting at the very beginning. The longer term initiatives that support associate development and progression to partnership include:
• Professional Development/Training Academies: In addition to Partnership College, described above, the Firm hosts three professional development academies for attorneys that focus on the skills they need to develop and demonstrate at various levels:
○ Summer Associate Academy provides summer associates with information on the Firm and what is required for success in our Firm and the legal profession, with a focus on developing resiliency and grit;
○ New Lawyer Academy lays out the expectations for the practice of law, strategies for developing meaningful relationships and career management strategies for new practitioners; and
○ Midlevel Academy focuses on developing effective management skills (both up and down) and considering the various career paths and how the Firm can support each associate.
• Professional Development and Business Plans: Associates are expected to work with their mentors to create a roadmap for their careers. At the more junior levels, this roadmap is in the form of a professional development plan that outlines practical skills and professional goals. For more senior associates, a business plan serves as the roadmap in which associates outline business development activities and set related goals. Mentors, PNC members, PGLs, talent management and D&I leadership hold associates accountable and offer support as they work to execute against the objectives set in their plans. It is critical that no associate become a PSP without a strong business plan that they are prepared to execute on. The Firm then supports the business plan by providing opportunities and resources to the PSP.
• Quarterly Hours and Utilization Review: Senior Talent Management and Diversity & Inclusion personnel meet with PGLs on a quarterly basis to review both utilization and the quality of work that is being done by each associate, address potential performance issues proactively, and identify development opportunities for specific attorneys.
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