Meeting the needs of the whole person

The July 2024 issue of Management Magazine focussed on Productivity. In it our General Manager, Devika Kumar, shared details of the incredible impact our shared sense of purpose and people-centric culture has on our firm's productivity and growth.

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This article is reproduced in full below with the kind permission of Management Magazine.

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Law firm Denham Bramwell, which was named as Fast-Growing Firm in 2022 by NZ Lawyer, boasts a diverse team and the common bond that pulls its people together is a deep respect and genuine care for it clients and the communities in which they work and live. Management asked Devika Kumar, the firm’s general manager about what drives the team.

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Your firm has experienced very rapid growth in the 10 years since you were established, what do you put this growth down to?

There has been significant growth since Denham Bramwell began in 2014. I put it down to two things. The first is its unique culture which had a big part to play and the second is a shared sense of purpose.

Our work is interesting and meaningful, our people want to be part of making a difference and that’s what drives them. I just recruited a lawyer who was leaving a well-paid role in a prestigious city firm. What attracted them was a role with more meaningful work.  They wanted to work in a firm where there was legal representation for those that could not afford the legal fees. They were looking not just for financial reward but to gain a sense of achievement.

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How does your people-centric culture differ from what other firms may be doing?

The people are at the forefront of the business. By that statement I mean that any decisions made are based on the impact they are likely to have on our people, they come first. There’s a big heart in this firm.

I have an accounting background and an MBA, but personal experience has taught me that a people-centric approach is an investment not an expense.

Having younger partners and a general manager who purposefully set out to achieve a good work-life balance for all has reaped huge commercial benefits for the firm.

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Can you give some practical examples our readers could implement themselves? What could be the first steps?

Our senior management team’s philosophy is all about respecting our people; and treating them how we want to be treated. This is not something unique to law but transferrable to any business. Empowering our people to be leaders of their roles and trusting them to do so.

In a practical sense, this means going the extra mile to understand people and appreciate the importance of their life outside of work. They are children, siblings, parents and grandparents and each of these roles comes with its pressures, whether it be finding your way as a new parent or caring for elderly relatives. Our work life is only a part of who we are.

Denham Bramwell is a mid-sized law firm therefore it can accommodate flexible working without any adverse impact on client service. As a leadership team, we work hard to create a safe, down-to-earth, approachable environment where people are comfortable to confidentially ask for what they need from us to be successful. We can then empower them to own their workspace. There is a lot of trust on both sides. Our employees put pressure on themselves to deliver as we give them the autonomy and support, they have asked us for.

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Do you believe that taking this approach is making your teams more productive?

Yes definitely, one measure is reflected in the career paths we have been able to offer. We are growing the team and developing everyone’s expertise. We want our people to take ownership of their work and engage with our philosophy so we can promote them. Most recently three senior associates were invited to join the partnership. The incumbent partners wanted to grow the senior leadership team with like-minded colleagues to build on the success of their people-centric culture.

I’m not just referring to lawyers, but to everyone who works for Denham Bramwell. For example, we have receptionists studying towards legal executive qualifications. We look forward to placing them in operational teams once they are ready. Everyone’s skill set is equally respected, as we can’t deliver the great service for which we are known without everyone playing an important part in completing the matter smoothly and efficiently.

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In what tangible ways?

We use KPIs to measure productivity; measures like growth in turnover, increased profitability, and number of enquiries – we are never short of work across all practices.

When I started two years ago, there were around 40 staff, we’ve since grown to 60. I’m currently recruiting for five new roles, and we anticipate recruiting for a further 15 new roles in the next two years.

A low churn rate is a good measure too. We’ve had three staff rejoin the firm after resigning for personal reasons and we enjoy a high rate of return following maternity leave.

Diversity, Equity and Inclusion is a big factor. People feel comfortable that they fit within the team.  Nobody stands out as different as we are all very different individuals, but inclusion and a shared sense of purpose make that work to our advantage.

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How flexible are you in your work practices?

We are so flexible it’s difficult to keep track of who works which days and hours so we have a centralised communication system and each day before 9 am the entire team is informed as to where everyone is on any given day. In this work environment, we must run several events throughout the year to bring people into the office. Staff surveys reveal the thing our people value most about their jobs is time spent with their colleagues. They want to hang out with their tribe and genuinely enjoy coming to work.

Extended leave can be arranged, with a precedent set by the partners who take rotational sabbaticals. We have even advanced leave for overseas travel.  We have allowed staff to work remotely from overseas so their children can spend more time with their grandparents.

Absence for occasions or medical needs is important. I always encourage team leaders to become aware that different things are important to different people. There are intergenerational needs we all have at each life stage. We support part-time work to accommodate family life and those caring for others. We have robust systems and processes so team leaders can manage active matters without dropping any balls.  

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And finally, in what other ways does your people-first culture make good commercial sense for you?

When you have the right people in the right roles with the right skill set - the numbers stack up. Getting the right people on board is the crucial factor. I ensure that I sit on each interview.

We are not the right fit for everyone. Intuition plays a big part in knowing how someone will fit into a team and so far, it’s been a successful strategy.

If you can provide an empowering, supportive environment you can retain people. Meeting their needs as a ‘whole person’ is key to commercial success.

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