LCG pays great attention to the professional journey of its collaborators, favouring and promoting internal growth from the very first steps of the legal profession. We are firmly convinced of the value of teamwork and collaboration, which are particularly effective in a stable climate of professional satisfaction, and which translate into excellent results for our clients.
The pursuit of this objective is realised through various policies and initiatives that define the traineeship and the subsequent professional career path.
TRAINEESHIP STRUCTURE AND CHARACTERISTICS
There are primarily 3 figures dedicated to welcoming and integrating the trainee into the firm: HR, the Tutor and the Buddy. The initial phases, with HR, are dedicated to explaining the career path, objectives, evaluation and training milestones, and the main working tools. Training is also provided on the use of tools and working methods, in accordance with the firm's guidelines and best practices.
The new colleague is then introduced to the Tutor and the Buddy, who will help them settle in quickly and support them in the following months.
In addition to these figures, at LCG trainees have numerous opportunities to work in direct contact with their supervising lawyer (usually one of the firm's partners or a senior lawyer), who also provides support in activities involving direct client contact.
The traineeship is characterised by the assignment and sharing of qualitative objectives aimed at directing the growth path of each trainee; the achievement of these objectives is monitored by the Tutor and discussed at formal biannual evaluation meetings, which correspond to a review of remuneration according to progress made and in line with the applicable pay bands.
THE PROFESSIONAL CAREER PATH
Roles — At LCG, great importance is placed on the different skills present, which are enhanced through teamwork and cross-fertilisation between specialisations. The trainee — and subsequently the young lawyer — while having a particular area of interest and focus, is involved in different subject areas as soon as possible so as to develop a broader perspective. As they progress, the professional will focus, in agreement with work requirements, on specific areas and subjects. The possession of this expertise, along with numerous other criteria, underpins the definition of 3 seniority levels (junior lawyer, lawyer and senior lawyer).
Roles and competencies — The 3 roles identified in the internal career path have been defined and described according to numerous criteria. The professional, following their internal development path, is required not only to improve and deepen their knowledge, but also to acquire managerial and relational skills, to support younger colleagues, and to develop commercial abilities and vision. If years of experience are a necessary condition defining these levels, what enables the move to the next level of seniority lies in the acquisition and demonstration of:
• General and specific competence
• Autonomy
• Client management skills
• Ability to develop external relationships and promote the firm
• Internal management skills
• Ability to apply the firm's values (role model)
• Ability to analyse, interpret and manage financial results
EVALUATION MILESTONES AND REMUNERATION GROWTH
All professionals are annually assigned attitudinal and competency objectives as well as performance objectives that have financial implications, according to a pre-defined scheme. During an individual meeting with the relevant partners:
• Objectives and results achieved are analysed, both from an economic and from an attitudinal and managerial perspective;
• Annually, at the evaluation meeting, any economic review is communicated.
The pursuit of this objective is realised through various policies and initiatives that define the traineeship and the subsequent professional career path.
TRAINEESHIP STRUCTURE AND CHARACTERISTICS
There are primarily 3 figures dedicated to welcoming and integrating the trainee into the firm: HR, the Tutor and the Buddy. The initial phases, with HR, are dedicated to explaining the career path, objectives, evaluation and training milestones, and the main working tools. Training is also provided on the use of tools and working methods, in accordance with the firm's guidelines and best practices.
The new colleague is then introduced to the Tutor and the Buddy, who will help them settle in quickly and support them in the following months.
In addition to these figures, at LCG trainees have numerous opportunities to work in direct contact with their supervising lawyer (usually one of the firm's partners or a senior lawyer), who also provides support in activities involving direct client contact.
The traineeship is characterised by the assignment and sharing of qualitative objectives aimed at directing the growth path of each trainee; the achievement of these objectives is monitored by the Tutor and discussed at formal biannual evaluation meetings, which correspond to a review of remuneration according to progress made and in line with the applicable pay bands.
THE PROFESSIONAL CAREER PATH
Roles — At LCG, great importance is placed on the different skills present, which are enhanced through teamwork and cross-fertilisation between specialisations. The trainee — and subsequently the young lawyer — while having a particular area of interest and focus, is involved in different subject areas as soon as possible so as to develop a broader perspective. As they progress, the professional will focus, in agreement with work requirements, on specific areas and subjects. The possession of this expertise, along with numerous other criteria, underpins the definition of 3 seniority levels (junior lawyer, lawyer and senior lawyer).
Roles and competencies — The 3 roles identified in the internal career path have been defined and described according to numerous criteria. The professional, following their internal development path, is required not only to improve and deepen their knowledge, but also to acquire managerial and relational skills, to support younger colleagues, and to develop commercial abilities and vision. If years of experience are a necessary condition defining these levels, what enables the move to the next level of seniority lies in the acquisition and demonstration of:
• General and specific competence
• Autonomy
• Client management skills
• Ability to develop external relationships and promote the firm
• Internal management skills
• Ability to apply the firm's values (role model)
• Ability to analyse, interpret and manage financial results
EVALUATION MILESTONES AND REMUNERATION GROWTH
All professionals are annually assigned attitudinal and competency objectives as well as performance objectives that have financial implications, according to a pre-defined scheme. During an individual meeting with the relevant partners:
• Objectives and results achieved are analysed, both from an economic and from an attitudinal and managerial perspective;
• Annually, at the evaluation meeting, any economic review is communicated.