The auspicious Sidley Austin blends domestic and international outreach to deliver top-tier training across a spectrum of practices.
When it comes to BigLaw, it doesn’t get much more BigLaw than this: international outreach, top ranked practices, headline making matters – Sidley has it all. Of course, while positions at the top firms in the world are seen as a hot commodity, often attached is the stigma of the perceived cutthroat nature of the beast. It’s something that our interviewees took heavily into consideration when picking a firm. “The work is pretty similar across BigLaw,” one associate chuckled, “so I really thought about choosing somewhere I could go to work and be happy.” Insiders were pleased to report that at Sidley, this has rung true: “They have that positive culture, not being cutthroat” without compromising on prestige.
“It’s a place that’s doing really well – and that’s something that lets you do a lot with your career because of the opportunities it opens up…”
It's no hyperbole to say that “they’re strong in every practice,” so with many a law student unsure of which practice to specialize in, “it’s the perfect firm to go to and explore without missing out on certain groups.” Sidley Austin’s 133 (!) ranked departments in Chambers USA are a testament to its wide-ranging excellence, something that is foremost demonstrated in their top practices. The firm leads nationwide for its work in capital markets securitization (ABS & RMBS), energy transition, False Claims Act, financial services regulation, hedge funds, international trade, life sciences, private equity buyouts, as well as rail and aviation transportation. Sidley’s international side, with “offices all over,” also holds high positions in Chambers Global; the firm is market out as a global market leader in agribusiness and international trade, receiving high praise for its multi-jurisdictional work in investment funds (hedge funds). For many of the juniors we interviewed, “I don’t think I fully appreciated the metrics when applying, but it’s a place that’s doing really well – and that’s something that lets you do a lot with your career because of the opportunities it opens up…”
The firm’s nationwide reach extends beyond its accolades, with associates based all over the country. Most juniors on our list were based between New York and Chicago, with a substantial number in offices like Washington DC and Dallas.
Strategy & Future
Those we spoke with at Sidley felt the firm are “very transparent with our metrics,” and the firm’s strategy going forward. “The corporate group has meetings every month, and we have a quarterly associate meeting where one of the heads of the firm comes through,” one junior outlined, “where they run through what the different years are doing, different offices’ revenues and things like that, so that alleviates a lot of concerns.” Over the firm’s almost 160-year history, they have developed a strategy balanced between litigation, transactional, and regulatory practices, ensuring Sidley has all avenues to growth.
The Work
Something that is actively encouraged, and something that was a draw for many of our interviewees, begins from the summer program at Sidley Austin. “Summer was great,” in part due to the general portal summers can choose their work from which means rookies aren’t forced to pick a specific group. “They make it clear that you can do work for any practice during the summer,” and though it’s a slightly different process than for associates, interviewees gushed that “Sidley still has a great free market system – you’re not just one associate in one particular practice.” For insiders, this has helped to ensure that “the workload is pretty consistent,” because “you can get work from everybody. Being a full service firm, there isn’t a long coordinated procedure to reach out to specialists, even if you’re not on the same team,” an associate explained, “you even find yourself on calls with colleagues in places as far as Sydney! So, it’s great to work with people all over the world.” We heard that recently, the firm has also invested in tech to improve workload, introducing “a software where you put in your workload and how many hours you’re expecting to work, which is then send to the partners.” Interviewees highlighted that there is still direct allocation from partners to associates, but the new tools alongside group managers in some practices help to make allocation “more equitable, which can be essential for getting onto your first assignments.”
Juniors placed in litigation “work with people all over the country – the team isn’t centered on one specific location, dealing with a lot of domestic and international matters.” Even though some offices focus on specific types of work (“New York for example has the expertise in corporate work, whereas DC handles more of the government cases, like congressional investigations”), newbies can work on matters across the practice depending on what group they link up with. Teams within litigation include securities, commercial litigation (that involving financial institutions), white-collar crime and investigations, criminal defense, international litigation and arbitration, and appellate.
“I know a first year who conducted a deposition by themselves.”
“When you’re a junior, you do the standard junior tasks,” one rookie admitted, “but I do feel like I’ve gotten quite a bit of responsibility on my matters.” First-years are tasked with running checklists, deal coordination, and drafting certificates and disclosure schedules; but “in the first few months, I was drafting a first brief,” so the responsibility newbies get really depends on their competence and confidence. “I know a first year who conducted a deposition by themselves,” one insider highlighted, “and people go on work trips, so there’s a lot of places to travel – like Dubai and China among others.”
Litigation clients: Universal Music Group Recordings, DIRECTV, Fashion Nova. Represented eBay in litigation filed by the District of Massachusetts arising out of events in which members of the eBay security group are alleged to have engage in a cyberstalking campaign against the owners of EcommerceBytes.
Similar to litigation, “there are partners you can get work from everywhere” in M&A and private equity. “We are constantly working with people across practices, across all the offices,” one interviewee explained, “because people can request you through the system after you’ve worked with them; I worked with, like, 35 different people last year! It’s cool to get a broad range of perspectives.” In addition to private equity and M&A, the practice also does governance and activism work, so while matters in the first year aren’t too demanding, “there is a broad base learning curve.” Juniors found that as a first year, “you’re running point,” sending emails, running redlines, and occasionally sitting on calls, but “really, you’re waiting for work to trickle down.” Our insiders were on a similar page, feeling that “they baby you a little bit at the beginning – like having you draft an email before sending it directly to the client – but in the second year, you start taking more of a lead on stuff.” Once you hit third year, “you’ve got a skip in your step – the growth rate exceeds expectations.”
Corporate/M&A clients: BlackRock, Angel City FC, Morgan Stanley. Advised a special committee of independent directors of Tesla in its reincorporation to Texas and the ratification of the executive compensation package for CEO Elon Musk.
Career Development
Associates we spoke with were overwhelmingly positive about the firm’s approach to junior development, as “you know that almost everything you touch is going to be looked at before going out.” Beyond that, Sidley also places importance on formal training, including weekly training sessions run by attorneys, seminars, and mentorship for juniors. “The training shows you how each piece fits together,” one insider outlined, “but a lot of places will invest in you as an attorney; at Sidley, they recognize that there are different stages in our careers, so knowing and seeing that long-term path is very rewarding.” Associates are trained throughout their careers, and once they reach fourth year, they can take part in Built to Lead, a program that allows associates to take part in executive education programs at business schools, leadership academies, and executive coaching. “It encourages you to think about business development and engage with clients,” an interviewee commented, “and at the end, you get a mini-MBA!”
Our sources also highlighted that “there’s a lot of focus on alternative paths, not just on developing to be partner,” though we did hear that partnership feels achievable at the firm. Associates are invited to alumni events where “you can get to look up to extraordinary women in government positions, so I would laud the Sidley mentorship too.” The firm encourages active mentorship, “working with partners to write blog posts on client updates and things like that. They also fund coffee with partners, as well as lunches and dinners during the summer.”
Hours & Compensation
Billable hours: 2,000 target
Of the 2,000-hour billable requirement for bonus eligibility, 200 of these hours can be dedicated to pro bono and time spent on firm contributions. “Obviously meeting 2,000 hours is always going to be demanding,” one insider warned, “having fluctuating hours – one week 30 hours, the next 100 hours – is a tricky situation, but I found it sustainable.” Though the achievability of hours varied depending on the practice, one consistent pattern we found was that first and second years struggled more to get enough work, particularly in corporate due to the slower market last year. “The longer you stay, the more people know you, the more you get work – third, fourth, and fifth year averages are a lot higher,” another junior admitted. Billing above the requirement comes with compensation though – “they top you up for every 100 hours you go over” – so that, along with the base rate, interviewees were generally pleased with their compensation. There was some grumbling that “it doesn’t take into account where you live – Dallas is the same as New York for example,” but they did concede that “it’s equal compensation for equal work.”
“I like that you can have dinner with your family and not with your teammates!”
When it comes to working from home, “it’s not a requirement, but there’s an expectation to be in. People tend to come in three to five days a week anyway, which says a lot because I don’t think it’s highly policed.” Associates also praised the general working culture where “you work in the office until like five or six, then work after dinner at home if you need to – I like that you can have dinner with your family and not with your teammates!” Of course, “you do get asked to stay up all might sometimes, but that’s fine because with all-nighters, partners will let other partners know you worked with them all night, so you can be decommissioned for the first few hours of the following day.” In addition, “there are no artificial deadlines, so it’s nice to know I can move things around with clear communication.”
Pro Bono
Sidley’s allocation of 200 billable hours for pro bono work reflects the fact that “a lot of people do pro bono.” From the outset, “you talk with the pro bono counsel about what you’re interested in,” which helps newbies get set up with opportunities they’re more inclined to sign up to. The pro bono coordinator then sends out emails to associates showing what’s available, “and there are always a decent number of opportunities.” We heard that there is a particular focus on veterans’ rights – “that’s really encouraged” – as well as asylum cases, landlord-tenant disputes, and clinics like “the ARC clinic where you’re expunging criminal records, interviewing people in prison.” For those looking for more corporate leaning pro bono opportunities, the firm’s Emerging Enterprises program allows associates to help develop companies in different countries, offering legal services to set up LLCs alongside a partner.
Pro bono hours
- For all US offices: 157,030
- Average per US attorney: 87
Culture
Something that was reflected in all the associates we interviewed, across offices and practices, was their positive experience of the firm’s culture. “There’s this idea of how scary and demanding BigLaw is, working opposite other BigLaw firms,” one lateral outlined, but “while they might be tough in negotiating, the people here are really friendly.” Of course, “the nature of legal work is often confrontational, but when I think of walking into the firm on my first day, they chose to treat me with kindness and invest in my growth and development,” another reminisced, “so I don’t think there’s a lot of patience for people who are unfriendly or unkind to others.” Sidley’s culture of “extending a level of grace” to juniors doesn’t stop seniors from “being honest when they need to be,” but the warm culture starts from the top. “It flows down to the associates, the staff,” one nodded, “I can go to any partner here and they’ll give me their time, even if it’s a partner from outside my practice.”
“It doesn’t feel competitive or cutthroat.”
Insiders told us they “felt at ease” as part of the team, and “I feel like there are increasingly positive relationships building with seniors and partners.” We heard that this was helped by the firm “incentivizing people really coming together,” with some offices hosting all-attorney lunches every Thursday. The cafeterias in the various offices allow for “a lot of cross pollination” between different practices. Across the board, associates echoed the sentiment: “I’ve had a fantastic experience – it doesn’t feel competitive or cutthroat.”
Inclusion
The social side is also helped by the firm’s approach to inclusion, where associates felt that “there is an investment into it – both time and monetary investments; there’s a real sense that they’re making sure everyone is getting support.” Juniors felt the firm’s efforts stand out partly because “the partnership is pretty diverse, so there are different levels of people in the groups too – it’s not just one partner taking juniors out to lunch!” For insiders, “there’s an emphasis on inclusivity of people, practices, backgrounds, and experiences, so there’s a lot of thoughtful engagement.”
Get Hired
The First Stage: Recruitment Process
Although Sidley Austin LLP primarily handles their law school recruiting process via direct applications through the firm's website portal, certain offices continue to engage in law school recruiting programs and job fairs. Screening interviews are conducted by partners and/or associates from interview office. According to Jenny Connelly, Sidley's national legal recruiting director, “the firm tries to engage alumni of the law school during interviews to foster a natural connection with the students.”
Top tips for this stage:
“Come prepared to talk about anything listed on your resume with enthusiasm and do your research on the firms in which you are interviewing.” – Jenny Connelly, recruiting director
Callbacks
Applicants who make it to the second stage are invited for callbacks, which will vary by office in length and format. Typically, candidates will meet for one-on-one interviews with partners and associates. These interviews can take place either in-person or via Zoom depending on the office. During this stage, interviewers will likely ask for more detail on candidates' practice area interests. Interviewers typically use behavioral-based questions to understand past decisions and gauge future performance. Connelly notes “the firm seeks candidates who distinguish themselves by clearly expressing their interest in the firm and demonstrating their analytical and leadership skills. Sidley values individuals who can showcase these abilities effectively.”
Top Tips for this stage:
“Reach out to the lawyers you met during the recruiting process and thank them their time meeting with you. Legal Recruiting is the best place to direct questions, candidacy updates, or other inquiries through your application process.” Jenny Connelly, recruiting director
Summer Program
Once offers are extended and accepted, summer associates at Sidley receive on-hands experience with real client work. The summer program structure varies by office. Generally, summer associates receive their work through a centralized assignment system or directly from lawyers. Connelly advises summer associates “to use every opportunity during the summer to meet as many lawyers and learn as much about the firm and its practices as possible.”
Associates will receive their practice group placement between the conclusion of the summer program and their start date, with timing varying by office. Connelly also advises summer associates to “balance taking on projects that interest them the most while also taking the chance to be challenged and explore practice areas in which they are unfamiliar."
Sidley Austin LLP
One South Dearborn,
Chicago,
IL 60603
Website www.sidley.com
787 Seventh Avenue,
New York,
NY 10019
Main areas of work
Industries: Agribusiness and food; energy; banking and financial services; hospitality; insurance; Agribusiness and Food; Automotive and Mobility; Aviation and Airlines; Banking and Financial Services; Derivatives; Energy; Entertainment, Sports and Media; Financial Institutions; Global Life Sciences; Healthcare; Hospitality; Insurance; Insurance Disputes; Investment Funds; Rail;Real Estate; REITs; Technology Sector; Telecom and Internet Competition; Transportation
Firm profile
Summer associate profile:
Sidley seeks candidates who have demonstrated academic success and possess strong leadership and interpersonal qualities. The firm looks for individuals who are motivated by highly sophisticated legal work practiced in a collegial and supportive environment.
Summer program components:
Sidley’s summer associate program offers a unique opportunity to experience the firm’s practice and culture firsthand. Summer associates work on projects that align with their interests, allowing them to gain practical legal experience under the supervision of experienced attorneys. The program emphasizes professional development through hands-on training, including comprehensive feedback on work product and participation in formal training sessions such as writing and communication workshops, as well as mock negotiation exercises. Each summer associate is paired with associates and partners who provide ongoing mentorship and guidance. In addition, participants receive formal performance reviews at both the midpoint and conclusion of the program to foster their continued growth and success.
Social media
X: @SidleyLaw
Facebook: sidleyaustinllpofficial
Linkedin: sidley-austin
This Firm's Rankings in
USA Guide, 2024
Ranked Departments
-
California
- Bankruptcy/Restructuring (Band 3)
- Capital Markets: Debt & Equity (Band 3)
- Intellectual Property: Patent Litigation (Band 4)
- Labor & Employment: The Elite (Band 4)
- Life Sciences (Band 3)
- Litigation: General Commercial: The Elite (Band 3)
- Litigation: Securities (Band 2)
- Litigation: White-Collar Crime & Government Investigations (Band 1)
- Media & Entertainment: Litigation (Band 4)
- Media & Entertainment: Transactional (Band 3)
- Private Equity: Buyouts (Band 4)
- Technology (Band 2)
- Venture Capital (Band 3)
-
California: Los Angeles & Surrounds
- Corporate/M&A: The Elite (Band 4)
-
California: Northern
- Tax (Band 4)
-
California: San Francisco, Silicon Valley & Surro
- Corporate/M&A: The Elite (Band 4)
-
California: Southern
- Real Estate (Band 3)
- Tax (Band 2)
-
District of Columbia
- Antitrust (Band 5)
- Environment (Band 1)
- Healthcare (Band 1)
- Healthcare: Pharmaceutical/Medical Products Regulatory (Band 1)
- Intellectual Property: Litigation (Band 2)
- Litigation: General Commercial: The Elite (Band 3)
- Litigation: White-Collar Crime & Government Investigations (Band 2)
- Telecom, Broadcast & Satellite (Band 2)
-
Florida
- Litigation: General Commercial: Highly Regarded (Band 3)
-
Florida: South
- Corporate/M&A & Private Equity (Band 5)
-
Illinois
- Antitrust (Band 3)
- Banking & Finance (Band 1)
- Bankruptcy/Restructuring (Band 3)
- Corporate/M&A & Private Equity (Band 1)
- Employee Benefits & Executive Compensation (Band 1)
- Environment (Band 2)
- Healthcare (Band 3)
- Healthcare: Pharmaceutical/Medical Products Regulatory (Band 1)
- Immigration (Band 2)
- Insurance: Dispute Resolution: Reinsurance (Band 2)
- Insurance: Transactional & Regulatory (Band 1)
- Intellectual Property (Band 1)
- Litigation: General Commercial (Band 1)
- Litigation: Securities (Band 1)
- Litigation: White-Collar Crime & Government Investigations (Band 2)
- Real Estate (Band 2)
- Tax (Band 2)
- Technology & Outsourcing (Band 3)
-
Maryland
- Corporate/M&A (Band 4)
-
Massachusetts
- Litigation: White-Collar Crime & Government Investigations (Band 3)
-
New York
- Banking & Finance (Band 4)
- Bankruptcy/Restructuring: The Elite (Band 6)
- Corporate/M&A: Highly Regarded (Band 1)
- Corporate/M&A: Takeover Defense (Band 1)
- Insurance: Transactional & Regulatory (Band 2)
- Intellectual Property: Patent (Band 3)
- Litigation: General Commercial: Highly Regarded (Band 1)
- Litigation: Securities (Band 3)
- Litigation: White-Collar Crime & Government Investigations: The Elite (Band 3)
- Private Equity: Buyouts (Band 3)
- Real Estate: Mainly Corporate & Finance (Band 3)
- Tax (Band 3)
-
Texas
- Banking & Finance (Band 2)
- Capital Markets: Debt & Equity (Band 3)
- Corporate/M&A: The Elite (Band 2)
- Environment (Band 4)
- Environment: Mainly Transactional (Band 2)
- Litigation: Securities (Band 3)
- Private Equity: Buyouts (Band 2)
-
Texas: Dallas, Fort Worth & Surrounds
- Litigation: General Commercial (Band 1)
-
USA - Nationwide
- Advertising: Litigation (Band 4)
- Antitrust (Band 4)
- Appellate Law (Band 2)
- Banking & Finance (Band 3)
- Bankruptcy/Restructuring: The Elite (Band 4)
- Capital Markets: Equity: Issuer Counsel (Band 3)
- Capital Markets: Equity: Manager Counsel (Band 3)
- Capital Markets: High-Yield Debt (Band 4)
- Capital Markets: Investment Grade Debt: Issuer Counsel (Band 3)
- Capital Markets: Investment Grade Debt: Manager Counsel (Band 2)
- Capital Markets: Securitization: ABS (Band 1)
- Capital Markets: Securitization: CMBS (Band 2)
- Capital Markets: Securitization: CRE CLOs (Band 2)
- Capital Markets: Securitization: RMBS (Band 1)
- Capital Markets: Structured Products (Band 2)
- Climate Change (Band 3)
- Corporate Crime & Investigations: The Elite (Band 2)
- Corporate/M&A: The Elite (Band 4)
- Derivatives (Band 2)
- E-Discovery & Information Governance (Band 2)
- Employee Benefits & Executive Compensation (Band 5)
- Energy Transition (Band 1)
- Energy: Electricity (Regulatory & Litigation) (Band 4)
- Energy: Electricity (Transactional) (Band 4)
- Energy: Oil & Gas (Regulatory & Litigation) (Band 4)
- Energy: Oil & Gas (Transactional) (Band 2)
- Environment (Band 2)
- ERISA Litigation (Band 3)
- False Claims Act (Band 1)
- FCPA (Band 4)
- Financial Services Regulation: Broker Dealer (Compliance & Enforcement) (Band 1)
- Financial Services Regulation: Consumer Finance (Compliance) (Band 2)
- Food & Beverages: Regulatory & Litigation (Band 4)
- Healthcare: The Elite (Band 3)
- Hedge Funds (Band 1)
- Immigration (Band 4)
- Insurance: Transactional & Regulatory (Band 2)
- Intellectual Property (Band 3)
- International Arbitration: The Elite (Band 4)
- International Trade: Customs (Band 1)
- International Trade: Trade Remedies & Trade Policy (Band 1)
- Investment Funds: Investor Representation (Band 2)
- Investment Funds: Regulatory & Compliance (Band 3)
- Leisure & Hospitality (Band 4)
- Life Sciences (Band 2)
- Life Sciences: Regulatory/Compliance (Band 1)
- Offshore Energy (Band 2)
- Privacy & Data Security: The Elite (Band 3)
- Private Equity: Buyouts: Mid-Market (Band 1)
- Private Equity: Fund Formation (Band 4)
- Product Liability & Mass Torts: The Elite (Band 2)
- Projects: LNG (Band 2)
- Projects: Power & Renewables: Transactional (Band 2)
- Projects: Renewables & Alternative Energy (Band 5)
- Real Estate (Band 4)
- Registered Funds (Band 3)
- REITs (Band 2)
- Securities: Litigation (Band 2)
- Securities: Regulation: Enforcement (Band 2)
- Sports Law (Band 4)
- Tax: Corporate & Finance (Band 3)
- Technology (Band 3)
- Transportation: Aviation: Transactional (Band 1)
- Transportation: Rail (for Railroads) (Band 1)
- Transportation: Road (Automotive) (Band 3)
More from Sidley Austin:
- Careers at Sidley (North America)
- Careers at Sidley (Europe)
- Careers at Sidley (Asia Pacific)
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