‘It’s about preparing the next generation in every way and giving them the tools to succeed.’
This is the ambition behind Paul Hastings‘ move to rethink its entire global associate training programme to include AI, business development, leadership and commercial awareness from day one, as the firm prepares its junior lawyers for careers in a rapidly changing profession.
The programme, which launched in January across all of the firm’s offices and at all levels of seniority, reflects global managing partner Sherrese Smith’s view that technical legal expertise alone is no longer enough for tomorrow’s lawyers.
The overhaul is intended to better equip junior lawyers with both the core legal capabilities and broader professional skills they will need to compete in a world of rapid technological change and evolving client expectations.
The enhanced programme combines structured legal training with ‘excellence skills’ development, which Smith said will ensure all of the firm’s associates are prepared for a wide range of career paths.
‘In this day and age, associates will have lots of opportunities. Some will stay for partnership, some will go to the government, some will go in-house—many will do all of that. But when you come to Paul Hastings, no matter where your career path ultimately leads, we want you to know that you will always be trained to be the best attorney you can be.’
The redesigned programme is built around two pillars: substantive legal skills and softer professional capabilities.
On the legal side, training has been mapped by practice group and benchmarked across every level of seniority.
‘We’ve gone practice group by practice group and asked: what should an associate know at each stage of their career, from first year all the way through counsel?’ said Smith.
This mapping includes everything from core technical work, such as drafting contracts or preparing for litigation, and benchmarks the specific hands-on experience associates should have gained by each stage of their career.
‘There’s so much to being a great attorney that has nothing to do with substance, but is still incredibly important’
‘On the litigation side, for example, by around your third year, you should have taken a deposition,’ said Smith.
Alongside legal development, the training also covers areas such as business development, leadership, technology and AI, through to the business of law, which spans everything from rates to write-offs, billing and how invoices are handled.
‘There’s so much to being a great attorney that has nothing to do with substance, but is still incredibly important,’ said Smith.
On the tech front training includes how specific AI tools can be used across different practices, as well as developing confidence in broader areas such as validation and professional judgement.
‘The hardest part is authenticity and figuring out what your strongest skillset is to connect with clients. What is your super power?’
Meanwhile, for BD, rather than reserving client development skills for senior lawyers, the programme encourages even first year associates to begin building their networks and professional identity early. ‘It’s about starting early. Business development used to be something people thought only partners did, but that’s no longer the case. Decision-makers are younger and progress faster now, so associates need to be ready earlier in their careers.’
A key focus is helping associates identify their individual strengths and communication style.
‘The hardest part is authenticity and figuring out what your strongest skillset is to connect with clients. What is your super power? What can you offer? What makes you different?’
The training programme is mandatory for associates globally and is being delivered across Europe, Asia and the US, with 69 sessions delivered in May alone.
‘We view this as part of the bargain; we owe it to associates to make sure they are trained’
It is deliberately not linked to performance reviews.
‘We view this as part of the bargain; we owe it to associates to make sure they are trained,’ said Smith.
The revamped training also reflects broader changes in how younger lawyers enter the profession, particularly their familiarity with digital tools and AI from law school onwards.
‘They’re coming through law school already trained on AI and technology,’ she said, ‘we need to meet them where they are.’
Smith worked on developing the programme for nearly a year, with the firm regarding it as pivotal in preparing its lawyers for the future of law, including more diverse career trajectories and earlier client responsibility.
‘Overall, it’s about preparing the next generation in every way and giving them the tools to succeed. It is important for us to make sure that the next generation is prepared in every way, to pass on the mantle to them.’
For more on Paul Hastings’ see: You have to keep swinging – Paul Hastings leaders on building London and cracking the global elite
