Sloan & Harrison: Non-Equity Partner Discontent

Boris  Groysberg; Eliot  Sherman

Case | HBS Case Collection | August 2008

Sloan & Harrison: Non-Equity Partner Discontent

Abstract

The law firm, Sloan & Harrison, was dealing with some discontent among its junior non-equity partners. These partners were concerned with the transparency of the advancement process, their ability to position themselves as both leaders within the firm and rainmakers, and the politics of promotion within the firm. The firm must find solutions to these challenges. Senior partners wondered: Was the path to partnership structured in the best interests of the firm? What could and should be done to address the non-equity partners' concerns? What were the ultimate effects of discontent within the NEP ranks upon the firm's functioning overall?

Keywords: Employees; Human Resources; Leadership Development; Management Style; Performance; Work-Life Balance; Legal Services Industry;

Language: English

Format: Print

11 pages

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Citation:

Groysberg, Boris, and Eliot Sherman. "Sloan & Harrison: Non-Equity Partner Discontent." Harvard Business School Case 409-033, August 2008.

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Sloan & Harrison: Non-Equity Partner Discontent

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