Sparke Helmore’s departing Managing Partner John Davis announced last week:
Sparke Helmore had a strong year with pleasing revenue of $95 million, up 8 per cent on last year. Our strategic plan provides a framework for us to build on that and aims to achieve targeted growth for the prosperity of our four main stakeholders – clients, staff, partners and the communities in which we operate.
Questions must be asked over the bold assertion that Sparke ‘aims to achieve … growth the prosperity of … staff‘ given the apparent readiness of the firm to sack staff when partner profits are placed in jeopardy. Way back in October 2008, just as the GFC was beginning to strike, Sparke took a ‘sack-now-ask-questions-later’ approach in laying off several workers. This was later supplemented by the unmerciful redundancy of Masterchef good-guy Tom Mosby. The entire affair left Mosby “angry” and “frustrated”, not thanking Sparke Helmore for “growth” in his “prosperity”.
Should law firms do more to keep jobs? Should partners accept smaller profits to keep people employed?
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