Officially a Very Good
Company to Work For
Officially a Very Good
Company to Work For
Officially an Outstanding
Company to Work For
Officially an Outstanding
Company to Work For
Officially a World Class
Company to Work For
Officially a World Class
Company to Work For
Officially a Good
Company to Work For
Officially a Good
Company to Work For
Officially a Global*
Good Company
to Work For
Officially a Good
Company to Work For
Globally*
Staff at Berwin Leighton Paisner do not need a weekend away in a hotel to enjoy the benefits of a concierge service. This London law firm employs a company with its own desk in the office, helping its 1,180 employees with time-consuming tasks from sorting out dry cleaning or shoe repairs to booking tickets. It explains: “The legal sector is a busy one and, in recognition of this, we offer ‘time' as far as we can.” Most people have 25 days of annual leave, but they can buy extra. There is an additional day or two at Christmas and people celebrating a birthday can start late or leave early. People say they don't feel under too much pressure to concentrate, with a 72% positive score or under too much pressure to perform well (71%). The firm wins our special award for Wellbeing. The legal practice's employees vote it 30th for the Fair Deal they get overall (66%). Lawyers typically earn just over £87,000 a year, with profit and performance-related pay. Staff say that this is fair compared with similar jobs in other firms (65%), and for their responsibilities (67%). New mothers have 13 weeks at full pay, 13 on 90%, another 13 on the government minimum and the rest unpaid. Paternity leave is two weeks on full pay. There are flexible ways to work and a number of lawyers even do their jobs from abroad. The practice has an in-house nurse, who organises regular promotions such as a men's health drive and mole clinic. There's an employee assistance programme, which gives advice on health issues, while everyone under 50 gets a health screening every two years, and those over 50 are entitled to one each year. Flu jabs and travel vaccinations are available at work, while the company's private medical insurer offers points for healthy activities which can earn cash awards. Employees say that the training is of great personal benefit (68%) and there are no limits to how much they can learn and grow (65%). The experience in the job is valuable for the future (77%), and they are excited about where the company is going (74%).
My work is an important part of my life
There is an open door policy across BLP. Each year the Managing Partner hosts a strategy presentation for all staff which covers key achievements of the firm during the year, what BLP's goals are for the future and how they are going to get there. He notes key achievements across various departments and takes questions/feedback. This forum provides an opportunity for staff to ask questions. Department heads also hold lunches with fee-earners to answer any queries face-to-face and provide information of firm/department plans. The Managing Partner places great importance on cascading management information and plans to all staff as well as gathering their feedback.
People in my team go out of their way to help me
Career development frameworks are in place for all staff including lawyers, secretaries and business services teams. The framework clearly sets out what individuals should be doing in their current role and what they should do to develop and gain promotion to the next level. There are broad salary bandings and individual performance determines where in the band employees sit. Exceptional merit bonuses are often awarded. The organisation work in a busy environment and reward staff for their contribution by an additional day's holiday over the Christmas period, an early finish on your birthday and time off in lieu as appropriate i.e. at the end of a deal.
This job is good for my own personal growth
Career development frameworks are in place for all staff including lawyers, secretaries and business services teams. The framework clearly sets out what individuals should be doing in their current role and what they should do to develop and gain promotion to the next level. There are broad salary bandings and individual performance determines where in the band employees sit. Exceptional merit bonuses are often awarded. The organisation work in a busy environment and reward staff for their contribution by an additional day's holiday over the Christmas period, an early finish on your birthday and time off in lieu as appropriate i.e. at the end of a deal.
My work is an important part of my life
There is an open door policy across BLP. Each year the Managing Partner hosts a strategy presentation for all staff which covers key achievements of the firm during the year, what BLP's goals are for the future and how they are going to get there. He notes key achievements across various departments and takes questions/feedback. This forum provides an opportunity for staff to ask questions. Department heads also hold lunches with fee-earners to answer any queries face-to-face and provide information of firm/department plans. The Managing Partner places great importance on cascading management information and plans to all staff as well as gathering their feedback.
People in my team go out of their way to help me
Career development frameworks are in place for all staff including lawyers, secretaries and business services teams. The framework clearly sets out what individuals should be doing in their current role and what they should do to develop and gain promotion to the next level. There are broad salary bandings and individual performance determines where in the band employees sit. Exceptional merit bonuses are often awarded. The organisation work in a busy environment and reward staff for their contribution by an additional day's holiday over the Christmas period, an early finish on your birthday and time off in lieu as appropriate i.e. at the end of a deal.
My work is an important part of my life
There is an open door policy across BLP. Each year the Managing Partner hosts a strategy presentation for all staff which covers key achievements of the firm during the year, what BLP's goals are for the future and how they are going to get there. He notes key achievements across various departments and takes questions/feedback. This forum provides an opportunity for staff to ask questions. Department heads also hold lunches with fee-earners to answer any queries face-to-face and provide information of firm/department plans. The Managing Partner places great importance on cascading management information and plans to all staff as well as gathering their feedback.
Companies offering a minimum of 26 days annual leave to all employees.
Companies where at least 40% of the staff have worked there for more than five years.
Companies offering at least 10 weeks’ full pay or generous alternative.
Companies offering a final salary scheme to all employees, or one in which the employer's contribution is at least 5%.
If you like what you see here and would like to know more about working for a
Ones to Watch
organisation, simply click the link for further information about careers with
Berwin Leighton Paisner
.
