Topics: Career, Partner, Application, Career Tips, Work-Life Balance, Application Process, Diversity, No-Gos, Hiring Partner, Management, Top Law Firm, Walder Wyss.
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Good morning Mrs. Suter-Sieber. We greatly appreciate that you could take the time for this interview. As a Partner in Labor Law and Hiring Partner at  Walder Wyss , you have undoubtedly had an impressive career. Could you please describe your career path, especially how you became a member of the management at Walder Wyss?

I studied music (piano) and law simultaneously in Zurich. After passing the bar exam, our first child was born, and I wrote a legal doctoral thesis on sound trademarks. It was my attempt to connect my two favorite disciplines (law and music). Following that, I joined a major law firm as a young lawyer in the field of Litigation/Arbitration and specialized in labor law over time. I still maintain a strong focus on labor law civil proceedings and continue to benefit from my time as a pure litigation attorney.

I joined  Walder Wyss  as a Labor Law Partner in 2020 and was elected to the management just over a year later. Since then, I have been serving as the Hiring Partner. Currently, our management consists of five members, each responsible for specific areas. It is natural for a labor lawyer to oversee the HR/Hiring department. Additionally, Walder Wyss places importance on ensuring equal representation of genders, regions, etc., in leadership bodies. Currently, two out of the five members of the management are female.

It is important for young talents not to switch to an employee mindset but to show, even as young lawyers, that the client's interest is paramount and that the enthusiasm for the legal profession is palpable. - Dr. Irène Suter-Sieber

You have reached the position of a partner and serve as the Hiring Partner. Can you explain what it takes to make the career leap to partner in a prestigious law firm like Walder Wyss?

At Walder Wyss, young lawyers are promoted to Senior Associates after three years. From approximately five years onwards, we elevate Senior Associates to Managing Associates. This requires us to see the potential for them to become a partner. Three crucial criteria determine the promotion to partnership: (i) candidates must fit well into our partnership in terms of personality and integrity, (ii) they must be brilliant lawyers, and (iii) demonstrate excellent business acumen.

It is important for young talents not to switch to an employee mindset but to show, even as young lawyers, that the client's interest is paramount and that the enthusiasm for the legal profession is palpable.

Furthermore, it takes a lot of perseverance on the path to partnership, and setbacks are part of the journey. Often, this period coincides with the time when associates are building a young family. This can turn the world upside down and lead one to doubt their ambitions and abilities, which I can confirm from my own experience: 'Do I want this? Can I do this?' Many young women – and increasingly young men – then withdraw and leave the law firm. The time of pregnancies and the early childhood phase was the most demanding and challenging period in my life. However, energy and ambitions have returned, and I am grateful that I persisted. My work brings me a lot of joy and satisfaction.

We are impressed by young individuals who had to earn their own way through their studies, withstood particular pressures, did not neglect their passions alongside their studies, and still demonstrated outstanding academic performance. - Dr. Irène Suter-Sieber

What do you pay particular attention to during the recruitment process, and what qualities and skills are you looking for in new lawyers?

We appreciate it when applicants can be concise in their cover letter and specifically address Walder Wyss and the legal discipline they are applying for (also during the interview).

The CV should definitely include sports and artistic achievements, part-time jobs, and volunteer work. We are impressed by young individuals who had to earn their own way through their studies, withstood particular pressures, did not neglect their passions alongside their studies, and still demonstrated outstanding academic performance.

And, of course, a crucial criterion is the grade point average, with the Bachelor's degree and the hard subjects being decisive. It goes without saying that we also consider that grading may vary across different Swiss universities. We do not necessarily expect a 5.0. Depending on the university, our expectation may be below or above that. As a rule of thumb, applicants should be among the top 10-20% of their peers.

Certainly not a No-Go is nervousness, which many applicants display at the beginning of the job interview. (...) What doesn't sit well and is always noticeable are overly rehearsed or evasive answers. - Dr. Irène Suter-Sieber

What are some common No-Gos you regularly encounter in the application process, and how can applicants avoid these No-Gos?

It's suboptimal when the cover letter contains the wrong law firm name or when applicants fail to submit certain attachments, such as the grade transcript or individual work certificates. These situations have all occurred before. Additionally, the CV and cover letter must be error-free and well-formatted, as we expect this from our employees in their daily work.

Certainly not a No-Go is nervousness, which many applicants display at the beginning of the job interview. What matters is that the candidate warms up during the conversation and allows for a personal connection. What doesn't sit well and is always noticeable are overly rehearsed or evasive answers. When faced with uncomfortable and challenging questions, I much prefer a candidly honest response over a nuanced reply (e.g., 'I simply didn't see the puck in that exam' rather than 'The exam question was unfair, and besides, my dog had passed away the day before.').

What sets  Walder Wyss  apart as an employer?

The size and complexity of cases do not differ significantly among top law firms. And, of course, we do not compromise on quality and speed. It is crucial to deliver the best and most practical answers within the shortest time frame. Our lawyers must withstand this pressure, which demands a lot from them but also makes this job diverse and rewarding.

We focus on other aspects to become one of the most attractive employers in the legal market:

1. Part-time work for better work-life balance in terms of family, academia, hobbies, and profession is well-established at Walder Wyss, even at the partnership level. Recently, we took a step further. During the latest Associates Meeting, our employees expressed a desire for more leisure time/vacation as a bonus. We take such requests seriously. As of January 1, 2024, we have implemented a concept that allows associates to take up to four weeks of unpaid leave per year. Full insurance coverage at Walder Wyss's expense is guaranteed, and there is no disadvantage in promotion decisions. The concept is already well-received in its early stages.
2. Also, starting January 1, 2024, we introduced our Associates Exchange Program. It enables our lawyers to work for a few weeks across language boundaries in another Walder Wyss office in Switzerland (Geneva, Lausanne, Bern, Basel, Lugano, Zurich) and gain valuable experience.
3. Such concepts, as outlined above, require having enough staff to handle the upcoming workload. We continue to reject the concept of 'lean staffing.' We always hire enough new lawyers so that the workload can be distributed among sufficient shoulders. This results in our mid-level staff (Senior Associates, Managing Associates, and Counsel) being large, strong, and crucial for the success of the firm. Hiring people to provide them with a long-term stay with us.
4. Origin, religion, gender, sexual orientation, disabilities, etc., are no grounds for not hiring or promoting a person. On the contrary, we actively seek diversity among our employees, and it plays a significant role in our success, growth, and positive corporate culture.
5. Walder Wyss is one of the few major law firms with a completely transparent (i.e., predictable) bonus system for Associates and Senior Associates. Those who work more should receive more bonus accordingly. Our requirements for billable hours are comparatively low. Additionally, internal office work (e.g., know-how products), participation in external training events, and personal marketing (publications, presentations, roadshows) are bonus-relevant.
6. Many fringe benefits have proven themselves at Walder Wyss for years: fresh bread every morning, refrigerators stocked with various drinks, and a TGIF every Friday. In Zurich, there is lunch for everyone once a week—grilling on the rooftop in the summer, always with a vegetarian or vegan alternative. Internally, there are countless training opportunities, and working from home, an average of two days per week, has become established.

My husband takes on the majority of family responsibilities and supports me, for which I am immensely grateful. - Dr. Irène Suter-Sieber

How do you balance a harmonious work-life integration with your successful career?

I consider it extremely important for all our employees to create space for themselves, unwind, and never cease pursuing their passions.

For me, these include family, music, and sports. My husband and I have four children aged between seven and thirteen. My husband takes on the majority of family responsibilities and supports me, for which I am immensely grateful. He and the children provide me with peace and support amid the occasional chaos we admittedly experience. While the role of music in my life has changed over the years, the piano still stands in the living room, and I play four-handed with the children. I've been participating in team sports (especially volleyball and beach volleyball) for many years, relishing moments where only that one ball matters.

What trends do you see in the legal job market, and what skills will be particularly in demand in the future?

I anticipate that schools and universities will place greater emphasis on creative thinking and incorporate artificial intelligence tools into their teaching. The latter will replace a significant portion of the diligence work that young lawyers used to undertake. Hence, it's increasingly important for young individuals to be tech-savvy and adept at utilizing artificial intelligence tools in their everyday work. The significance of professional experience, specialization, and communication will persist.

Thank you very much for the helpful advice and valuable insights into the working world at Walder Wyss. We wish you continued success!

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