Infobit: Since 1985, law schools have been graduating classes of new lawyers that are 40% or more female. Yet in 1996, only 14.2% of law firm partners were women, and in 2005, only 17.2% were women. (Note: this figure is for all partners; the number of equity partners is lower.) Source: Catalyst. At this rate of increase, women should make up half of law firm partners by the year 2115.

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Best Practice #4

Build an Effective Implementation Plan

Many firms will say, "we have a reduced hours policy, but it doesn't work,"- that is, it hasn't stemmed attrition or improved recruiting, morale, and client service. The most likely problem is that the policy has not been effectively implemented. A policy is destined to gather dust on a shelf unless a carefully considered implementation plan and infrastructure have been created to support it. Here are some key steps to take to implement a balanced hours program.

Articulate The Business Benefits

Support for the program comes from the recognition of the business benefits firms can expect to realize from it. Every attorney should be able to articulate why the firm needs a balanced hours program. To build a strong base for the business case, gather data and statistics about the firm's current position, including recent attrition statistics, recruiting efforts and results, attrition and hiring expenses, the diversity of the firm's attorneys (particularly partners), expressions from associates about the important of balance, and expressions from clients about attrition.

Key Players are Crucial

Identify the key players at your firm, and get them on board early. No new program can work effectively without the support of those who have the most power and influence. Setting the tone from the top down is critical to reducing resistance to change, and your key players will be the primary communicators of the changes to come. Key players are likely to include managing partners, executive committee members, significant rainmakers, and partners with a proven ability to influence the actions of the firm. Don't ignore counsel or associates who might also be key players in this area, especially if they have been advocating for changes at the firm. Getting key players on board means getting them to understand the business case for a balanced hours program, and enlisting them as advocates.

Create an Implementation Team

Create an implementation team with a clear mission and establish a clear plan of action early. The team may include key players, but is also likely to include practice group heads, human resources, and senior associates. While commitment from the top is critical, buy-in to implementation is best achieved with a team representing a cross-section of the firm. Work with the team to establish a strategy and an action plan for implementation.

Create an Action Plan

A course of action should include:

· Communicating the business reasons for the balanced hours program to the entire firm (such as in firm meetings or memoranda from the management committee, as well as in every day conversations);

· Appointing a balanced hours coordinator;

· Developing a schedule for roll-out of the program, including revision and distribution of the policy, revision of policies that will be affected by the new program (such as advancement, compensation), training, and an effective date;

· Training for all attorneys about the program;

· Anticipating and addressing resistance;

· Measuring progress and revising strategies as necessary;

· Communicating successes to help the program become part of the firm's culture.

Additional implementation steps are discussed in other best practices on this site.