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Legal Week recently launched a group for in-house lawyers. Established last month by Legal Week conference editor Anthony Parker, the group enables law department attorneys to to exchange information and build working relationships. The 500-member group is growing fast.
Members include in-house counsel from JP Morgan, Dubai International Capital, Virgin, Nomura, UBS, 3i, Carillion, Chevron, Barclays and IBM. Access to the group provides links to features and analysis from Legal Week and its US sister titles, the latest news stories relating to in-house counsel and corporate legal departments, discussion boards, and information about upcoming events.
To join, click here.
Corporate bonuses decreased by an average of 25 percent in 2008, and experts are predicting that companies will continue operating under reduced budgets for at least two more years. To compensate for slimmer compensation packages and retain valued employees, companies will need to boost morale in other ways.
Here are some tips on how to retain talent when budgets are tight:
- Communication from Management. Employees want to be regularly informed and know what’s happening around them – even if the news isn’t positive. Status reports from management give employees a sense of visibility and control.
- Give Employees a Chance to Talk. Periodic “Town Hall” meetings are particularly effective and give employees an opportunity to voice their concerns. It might even be an opportunity to get some fresh ideas.
- Training and Development. This is a great time to cross-train your team and utilize the people who have institutional knowledge about your organization. Investing in training and giving employees an opportunity to broaden their skills demonstrates an investment by the company in their future. Training and development initiatives may also present an opportunity to identify top performers who can someday lead the team when times are better.
Large energy company located in Houston seeks a 5+ year transactions lawyer to provide operational support for one of its divisions. The role provides a great career platform at a company with a history of promoting internally. In addition, the salary is competitive and the company offers a generous short and long-term incentive plan.
Responsibilities include:
- Providing transactional and regulatory support for new product development and new market entry.
- Handling transactions related to energy commodities and services.
- Providing operational support in connection with billing, customer support and with automating documentation processes.
- Managing outside vendors, outside counsel and contract compliance.
- Managing litigation relating to energy commodities and services.
A prior in-house background is a plus. Also, candidates with a solid understanding of energy markets are preferred.
For an industry that runs on natural resources, it’s the human component that is becoming its newest challenge. The energy sector of the economy is more active than at any other time in the last 20 years. However, the industry has not only failed to attract new graduates, but it has lost seasoned professionals.
Despite periodic spectacular earnings over the last 20 years, the oil and gas attorney workforce has been declining steadily for almost 20 years. The industry slump of the 1980’s was unusually severe and left long-lasting scars. Moreover, the “dirty industry” image has not done much in the past to attract people to the profession. Many recall the oil-soaked birds and dead otters on the beach following the Exxon-Valdez spill. Others simply viewed the industry as a slow-growth, old economy behemoth.
Like other oil and gas professionals, lawyers left the industry for less cyclical sectors of the economy. However, unlike other industries affected by the economic downturn, the energy industry recovery did not bring these professionals back, nor were they replaced with new talent. And the high tech boom of the late 1990’s provided refuge for the best and brightest.
Adding to the problem, the average age in the oil and gas industry workforce is 49 – among the oldest of any sector in the U.S. economy. According to Martindale Hubbell, 85% of the lawyers who specialize in oil and gas law have more than 10 years of experience. In addition, a Labor Department study found that more than 65% of workers in the oil and gas industry are between the ages of 35 and 54, while only a “small” percentage are in their twenties.
With the retirement wave approaching and global demand at record levels, energy industry legal departments are headed for a human resource crisis.
Demand Exceeds Supply
Attorneys with certain areas of expertise, such as domestic and international exploration and production (upstream); gathering, processing, transportation and storage (midstream); refining and marketing (downstream); and energy commodities trading are in high demand and in short supply.
The short-term impact on the energy sector job market has been more competition for talent and increasing compensation packages. Sign-on bonuses are making a comeback. These efforts however, will only provide a temporary solution.
Leveraging Resources
Some creative ways to address the problem include:
- Contract Attorneys. There are many senior lawyers in the job market who may have taken a severance package as a result of a consolidation, but are not yet ready for retirement. Hire these lawyers on a contract basis to mentor existing or new lawyers in areas for which talent supply is low.
- Knowledge Management. Establish knowledge retention programs to leverage (as much as possible) the expertise of the specialists.
- Reverse Secondments. “Loan” junior lawyers to outside counsel firms for training. Most firms would welcome the opportunity to strengthen a relationship with a valued client by hosting a member of its legal department for a period of time.
