“It has been an entire journey (that is still ongoing!) with Performance Leader. We started from a blank canvas, meeting to articulate our culture and the position of the firm's people/talent agenda, and progressed to the consultation work to design the firm's competency framework. This led to the seamless development of a software project, which brought the framework to life and recognised the importance of the firm’s culture.”
Travers Smith is a leading UK law firm with 700 employees and 85 partners. Headquartered in London, it advises national and multinational companies in the UK and internationally across the full range of corporate, litigation and commercial matters.
The firm wanted to reposition career and performance expectations for its legal and business services employees, which included introducing a new ‘senior associate’ role and developing contemporary, future-focused competency frameworks. It also wanted to streamline performance management and create consistent feedback processes.
To meet the client’s objectives, Performance Leader engaged key stakeholders throughout the software design process and took an ‘evolutionary’ approach in support of the firm’s culture and appetite for change. This involved listening, being respectful of and understanding Travers Smith’s unique needs.
This collaborative approach resulted in a new legal career framework that the leadership described as “capturing the essence of the firm”. It also identified that a central element of the performance management workflow needed to integrate feedback from peers and colleagues that was genuine, honest and constructive. This feedback element has landed well with employees and partners.
With relationships built on trust and honesty, the Performance Leader team has now become an integral part of the Travers Smith project team. As Travers Smith’s needs have evolved, we continue to provide valuable counsel and guidance through open dialogue and collaboration.
Travers Smith chose Performance Leader for three key reasons: there was a high level of trust forged at the outset between the two teams; the system was clean, crisp and easy to use; and there was an excellent cultural fit that underpinned the firm’s vision for performance.
“Performance Leader went to great lengths to wrap up the many complex elements of a variety of views and preferences in relation to performance, and were excellent in collaborating with a wide range of people from all areas of the firm to ensure that the end result was engaging and fit for purpose.”