Subject category:
Human Resource Management / Organisational Behaviour
Published by:
Wits Business School - University of the Witwatersrand
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https://casecent.re/p/20256
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Abstract
To the outside world, Sarah Visagie was a partner at the law firm Bell Dewar & Hall (BDH). But those inside the firm knew that she was a junior partner and not an equity partner. This was largely because she felt unable to commit herself to earning the same fee targets as the other equity partners (all of whom happened to be men) on account of her family commitments and the ''shorter'' hours she spent at the office. However, it had really hurt last year when a junior partner who was younger than her had leapfrogged her to the position of equity partner. The hurt had taken her by surprise - she had not expected to react in that way. How much worse would it be this year when yet more junior professionals rose above her? Having just returned from a wonderful end-of-year holiday with her family, Visagie found herself contemplating the year ahead. Inevitably, she found her thoughts turning to that question she had addressed so many times before - should she make herself available for equity partnership? The decision to do so would not be without risk or sacrifice. She would have to give up that little bit of family time she had fought so hard to preserve. She would also have to pay in a large amount of capital, which would postpone any immediate financial rewards. There would inevitably be prestige associated with the position, but that would be internal rather than external, because her name appeared on the firm''s letterhead in any event. But she would be the first woman equity partner in the firm. She would establish herself as a role model and a pioneer. It was time for her to reassess and decide whether this was what she really wanted.
About
Abstract
To the outside world, Sarah Visagie was a partner at the law firm Bell Dewar & Hall (BDH). But those inside the firm knew that she was a junior partner and not an equity partner. This was largely because she felt unable to commit herself to earning the same fee targets as the other equity partners (all of whom happened to be men) on account of her family commitments and the ''shorter'' hours she spent at the office. However, it had really hurt last year when a junior partner who was younger than her had leapfrogged her to the position of equity partner. The hurt had taken her by surprise - she had not expected to react in that way. How much worse would it be this year when yet more junior professionals rose above her? Having just returned from a wonderful end-of-year holiday with her family, Visagie found herself contemplating the year ahead. Inevitably, she found her thoughts turning to that question she had addressed so many times before - should she make herself available for equity partnership? The decision to do so would not be without risk or sacrifice. She would have to give up that little bit of family time she had fought so hard to preserve. She would also have to pay in a large amount of capital, which would postpone any immediate financial rewards. There would inevitably be prestige associated with the position, but that would be internal rather than external, because her name appeared on the firm''s letterhead in any event. But she would be the first woman equity partner in the firm. She would establish herself as a role model and a pioneer. It was time for her to reassess and decide whether this was what she really wanted.