
 Our investment in your professional development starts as soon as you begin your career with ABLE or LAWO. The executive directors and Human Resources Department work closely with firm leadership to design and implement a wide variety of programs that encompass new attorney orientation, in-house and external training, formal and informal mentoring, performance feedback and career development. Ongoing education and training is critical to our success and a core value at LAWO and ABLE. We support this value by offering a multitude of training opportunities to lawyers at all levels. The goal of our training program is to assist staff in improving their knowledge and skills, resulting in the provision of higher quality services to clients. We also offer mentoring and training opportunities for other firm advocates, including paralegals, professional, and administrative staff. All staff participates in a daylong orientation in order to learn the firms' policies and procedures as set forth by the boards of trustees. New legal staff have a second day of orientation that focuses on the legal work of the law firm. In addition, a strong peer group ensures you are part of a team with ongoing opportunities for self-development. All staff receive a yearly performance review designed to assist in career development. In addition, a 90-day meeting with a supervisor provides opportunities for feedback linked to current work and activities.
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 The purpose of the ABLE and LAWO mentoring program is to insure that each person within the firms is integrated and oriented to the firms’ culture and work environment and has the opportunity to strengthen peer connections. The ABLE and LAWO mentoring program seeks to: - Aid in professional development of its employees;
- Acclimate incoming attorneys to the firms;
- Enhance the knowledge of new and seasoned attorneys;
- Increase awareness of firm responsibilities;
- Educate new attorneys about the law firms’ culture; and
- Expose new attorneys to all aspects of the firms.
The ABLE and LAWO mentoring program is not intended to displace or supplant the supervisory relationship. Both the mentor and the mentee must remain cognizant of the role of the mentee’s supervisor and of issues that the supervisor must be aware of and address. | |
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