Slaughter and May has overhauled its associate appraisal system, with performance scores dropped in favour of more ongoing feedback and mentoring by dedicated 'continuity' partners.

The magic circle firm's associates were previously measured against three categories – legal, business development and interpersonal – but following a six-month review, the firm has decided to drop the points system, which was used to give a numerical indication of the level of performance expected of its associates.

Slaughter and May executive partner Paul Stacey said: "We are dropping all scores for associate appraisals. That was very much driven by associates. Our very clever people, who are working very hard, said: 'We do not want a school-like culture.' We think the problem with scores is that people focus on the numbers, and that's not a helpful way of taking their career forward.

"We want to actually get people to have a proper conversation about their future career and development. When you have that conversation, while we will recall how well people have done, the other focus will be on looking forward to see how your career as an associate is developing."

Slaughters has been working with leadership and talent consultancy MDV on the review, which kicked off in the summer last year and concluded this month. Associates and partners were invited to provide input for the review at two focus groups, with the results of those meetings presented in September.

While the firm has decided to retain annual appraisals, it is also bringing in more ongoing feedback for associates alongside the appointment of 'continuity' partners to oversee their development.

The continuity partners, who are set to be appointed in March, will take long-term responsibility for mentoring associates. "The continuity partners will sit down and be with associates over a number of years and attend their annual reviews," Stacey explains. "We want to provide continuity in that review. Both the continuity partner and the partner that has worked most closely with an associate will be present at the appraisal."

For many associates, a mentoring arrangement already exists, and these partners will be assigned as their continuity partners, but in other larger groups, they will be introduced for the first time.

Partners will be encouraged to provide feedback to associates either at the end of transactions if they are shorter, such as M&A or financing deals, or at key points during a longer mandate, such as an ongoing investigation.

Stacey added: "Associates need to know how they are doing in the moment, rather than at the end of the year."

Last year Slaughters moved away from performance-based pay for junior lawyers, with the associate pay system now mirroring the flat lockstep structure of the firm's partnership.

The appraisal process remains unlinked to pay, and there will also be no formal targets put into place under the new system. "We are not a target-based culture," Stacey said. "We will have a conversation with associates about how they can develop their careers and take forward their legal, business and interpersonal skills."

In addition, the firm has introduced 'recovery time' to ensure that associates working long hours on transactions are given back hours in lieu. The idea was first raised in July as part of the appraisal review and officially launched in September.

"Our partners are given recovery time guidance to make sure there is consistency across associates. We have systems that generate this information, and it goes to the partners who then decide the appropriate amount of time off for the associates."

Last year Slaughters introduced a raft of other benefits for associates, including a four-week paid sabbatical at three years' post-qualification experience (PQE), as well as the opportunity to work from home one day a week.

In December the firm announced associate salary increases, with newly qualified lawyers now paid £80,000 and lawyers with one year's PQE receiving £88,000. 2PQE and 3PQE associates are paid £98,500 and £108,000 respectively.