Jones Day - The Inside View

With 125 years of winning 'bigly' behind it, Jones Day is one of America – and the world's – most prestigious legal names.

CLEVELAND'S city motto, 'Progress & Prosperity,' has clearly been taken to heart by its most successful legal offspring. Jones Day's reputation as a powerhouse firm precedes it the world over and we hardly need to tell you it picks up Chambers USA rankings across ten states and DC, and is top of the heap in antitrust, construction, restructuring and labor & employment nationwide. The firm doesn't officially publish its revenue figures, but be assured it sits comfortably among the global titans.

An institution it may be, but evolution is key to success, and the firm can hardly be accused of standing still. Jones Day has often been in the news thanks to association with the Trump administration, with 13 attorneys taking up positions there. Meanwhile, its already formidable global offering increased to 27 overseas offices when a new one opened in Melbourne during the writing of this very paragraph. “The international focus of the firm” appealed strongly to associate insiders, alongside its enduring “Midwestern values.”

The Work

All new starters report for duty to the New Lawyers Group and “try whatever projects they want for up to a year. You're not permitted to join a group officially until June.” Sources were unanimously positive about the scheme, pointing out “it lets you sample different areas and see where you fit. You also get specialist experience in different kinds of law that helps your practice long-term.” Work assignment is overseen by at least one coordinator in each office, but the onus is on associates to get experience with the teams they're interested in, so being assertive is essential. Some pointed out “you can end up taking work for the sake of it and not enjoying it, or feel like you're behind peers at other firms who specialize straightaway.” Once a junior's found their niche, they apply to join a group; the local team leader has final say.

TOP READ: Since 2000, Jones Day has done more M&A deals than any other law firm worldwide... so who better to give us the score on what it takes to become a top M&A lawyer?

Business & tort litigation is the most common home for newbies. Commercial disputes, securities fraud litigation, arbitration and white-collar investigations are all on the menu there, alongside some IP cases in California especially. “Whatever the case calls for, I do,” one interviewee told us; “it could be anything from running document review to writing substantive motions or preparing witnesses for depositions.” In smaller offices in particular “it's hard to hide and when work piles up it can feel like you're drinking from a fire hose,” but sources agreed that “there's a good support system in place.” On larger projects involving a squad of associates “you can feel more like a cog in a wheel,” and early client contact can be hard to come by, but litigators suggested “Jones Day is very much a firm that offers opportunities to grow regardless of what year you're in.”

M&A is the second most popular destination. We heard “most matters are within the $100 and $500 million range, but some will be $10 million and others several billion dollars.” Representing both public and private clients, JD often handles cross-border mergers.Massive matters like these require multiple juniors for the due diligence process, but on “smaller deals with just a partner you're involved in the whole project.” Juniors got a taste of drafting on both and found it “a good way to bolster your skills. One declared they'd “been uncomfortable with the work a couple of times, which is what you need.”

“I've been uncomfortable with the work a couple of times, which is what you need.”

Smaller teams were more likely to offer client contact early on, which some detected was “firm strategy for newcomers, to get you experience quickly.” Banking & finance juniors took on “a lot of organization; much of my job is herding cats.” There's some overlap with real estate, which encompasses private equity funds investing in real estate backed assets as well as “more traditional lease and purchase cases.” Associates focused on fund work “noticed my responsibility growing on each fund, so I've gone from drafting smaller agreements to putting together letters for a multi-billion dollar fund.” There's also a transactional wing in IP, plus patent prosecution and litigation. Research and writing “comes early on, but when things slow down there's more discovery” for clients spanning the software, pharmaceutical and telecommunications sectors.

Training & Development

Newbies from across the world are flown into DC to take part in the New Lawyer Academy, involving a series of presentations and workshops. First-years get “a lot of training ranging from practical skills to sessions with various partners. After that it slows down and becomes more ad hoc.” Litigators participate in multi-day NITA trainings; transactional associates go through the M&A boot camp. “Most training is on the job,” though, “it's helpful to an extent.”

The associate review process is a lengthy affair, beginning in February with a report on all the matters that the reviewee has dedicated more than 25 hours to. That's sent to senior lawyers for review, who pass on their own review to the US practice group leader, “ensuring consistency between offices.” Associates get a written statement from their practice group leader in summer, which “can be a little too late to help, but it's useful for evaluating your overall growth.”


Eighteen of the firm's offices have female partners-in-charge.

The good news first: associates suggested “we're doing great for gender diversity; they really push a message of strong female leadership.” Eighteen of the firm's offices have female partners-in-charge. Several interviewees commended Jones Day for promoting women in traditionally male-dominated areas like M&A, and “there's a female partner in charge in Dubai, upending a huge gender norm there.” Reports on the firm's racial diversity were less positive, though. “There's a healthy handful of minorities but there could certainly be an improvement. A lot of people here point out the legal market lacks ethnic diversity but that's kind of a cop-out.” The 2017 new partner class came in for praise, and the firm does run “a lot of initiatives through the diversity committee; partners take out minority associates and check in on how they're doing.” Since 2016 Jones Day has also hosted a 1L Diversity Conference dubbed 'Perspectives and Pathways.'

Culture & Offices

Given the firm's history and prestige it's no surprise that “Jones Day is quite traditional” – several offices still expect business formal attire – but newcomers were surprised to find “it's less stuffy than expected. The firm's Midwestern roots still inform its attitude; there's less of the politicking you get at New York firms.” They also suggested that smaller class sizes help to keep out BigLaw's worst tendencies, and reported “people who are really competitive tend to stick out.” While overall “there are more shark-like attorneys in M&A and litigation” than elsewhere, even juniors in those departments claimed “everyone's a team player and is willing to chip in.”

“Going to another office, the only differences are where the cafeteria and restrooms are.”

Jones Day embraces the idea of being 'one firm worldwide' strongly enough to splash it in massive letters on the website homepage. “It's pretty accurate,” interviewees confirmed. “Going into another office, the only differences are where the cafeteria and restrooms are; you're definitely working for the firm and not just for your office.” Californians seemed to break most with Jones Day's overall vibe, reporting “we're a lot different to people in Chicago or New York, and we work different hours as we're fortunate to have good weather most of the year.”

Physically speaking, the offices themselves are pretty varied – while DC is “quite stunning; it's two buildings combined with an atrium that's recently been redone.” Atlanta has an Instagram-friendly “rose-gold exterior. It's smaller than a typical law firm high-rise; we have the whole building.” JD New York is the largest office, and the team's just relocated to the financial district. Pleased with their new location, New Yorkers found “the only drawback is as a junior I'm now in an internal office.” As for the OG Cleveland base, the facilities are “better than they used to be! We've done a ton of renovations and have our own cafeteria, gym and 24/7 valet service.” Inter-office collaboration varies by practice group, but “people come and go from different offices all the time” and international travel is far from rare.

Each office hosts its own happy hours on a Thursday or Friday, plus “a number of scattered socials” often organized by an affinity group. More so than most, “litigators and the New Lawyers Group are very social,” though all things considered “it's not that social here compared to other firms. If I want to just go home after work, it's fine.” Thingsdo ramp up in summer, during which “the firm puts on a couple of events a week,” and there's no missing an excuse to roll out the bunting for anniversaries like the 30-year-old Chicago office had recently.

Pro Bono

Juniors in every office were keen to stress “pro bono gets treated like any other assignment; it's seen as our obligation to give back.” The firm's two largest pro bono programs are the Unaccompanied Minors Project, aiming to help mothers and young children who have crossed the border into the US gain refugee status and apply for citizenship; and a dedicated site at the US Immigration and Customs Enforcement detention facility in Laredo. Transactional attorneys aren't left out – they can advise on clinics for local small businesses, or handle disputes.

“I'm blown away by the firm's commitment.”

Getting opportunities like “arguing a motion in front of a federal court in my first year,” interviewees were “blown away by the firm's commitment. It's always encouraged and I've never heard partners complain about anyone taking too much on.” Correspondingly, “there's no limit on how many pro bono hours we can count as billables; they're in the same column in our hours breakdown.”

Pro bono hours

  • For all US attorneys: 159,392
  • Average per US attorney: undisclosed

Hours & Compensation

There's a 2,000 billable hours goal, and associates found “it's definitely a target, not a requirement.” One admitted “I didn't know we had a target!” – those more in the know said “it's easily achievable and there's no sense that not reaching it would be the end of the world, or will derail you from partnership.” Working hours can bounce between “coming in around 10am and leaving at 5pm” and “getting a lot done so you're here until 9pm.” We heard surprisingly few late night war stories: “I can count on one hand how many times I've been in past 10pm,” and weekend work was the exception not the rule. “Nobody's watching to see if you're here or not, it's about getting the work done.”

“It creates a less competitive atmosphere when people aren't fighting for hours.”

Jones Day are a tad funny when it comes to money – associates get black box annual raises rather than a bonus. The secrecy provoked mixed reactions, including some worries that “it leaves you feeling a bit powerless” and confusion as to how raises are determined. Most, however, appreciated “not having to stress about the hours you work. That's part of the collegial environment, it creates a less competitive atmosphere when people aren't fighting for hours.” It's hard to pin down where the average lies compared to other firms. One junior thought: “We're probably making less than some, but I appreciate the system and I know if I work really hard I can make more than market.”

Strategy & Future

If you've seen Jones Day in the news recently, there's a high chance it's because of the firm's links to the Trump administration. Firm-wide hiring partner Sharyl Reisman explains the firm has a “large number of lawyers with government experience because of our rich heritage of lawyers serving in high-level government posts.” She went on to add that “we have been fortunate to have several lawyers join us from the outgoing Obama administration, and we have had several lawyers from Jones Day join the current administration. Government experience is of great value to our clients.” Jones Day's already impressive global growth continues apace, most recently in the form of "a new office in Melbourne, demonstrating our growing strength in Australia,” Reisman tells us. "Our new offices and entry into new markets reflects focused and deliberate growth to meet our clients’ needs, not growing just for the sake of getting bigger."

Get Hired

“It's easy to tell if somebody's the Jones Day type,” insiders claimed, “intelligent but not competitive. If you come in wanting to be number one above other juniors… that's not what we want.” Stressing the importance of “having street and book smarts in combination,” they said “the firm is looking for someone who understands that legal practice is more than sitting and doing billable work; we value people who interact and communicate well.” As such, “if you're an asshole you won't do too well. There's a pretty strong aversion to arrogance at this firm.” At the same time, be under no illusions that “the atmosphere in law is challenging and demanding; we need people who want to be here and won't decide within a month that it's not for them.”

Sources advised prospective candidates “should not ignore the interests section of your resume. When interviewing people I often ask what they've had to cut from their resume and that often starts a conversation.” Making it clear that you're a three-dimensional person is more than encouraged, as “Jones Day know it's easy to get burned out if you don't have social or hobby outlets.” Beyond your quirky pastime, log some hours with “work experience if it's relevant. If you've already worked in a corporate environment or something similar, we know you'll be able to handle it.”

Even before getting your foot in the door, it's time to start thinking long-term. “They care about, and want you to care about, Jones Day and sticking around here,” we heard; “there's space for you here for as long as you're showing dedication and working hard. We want to see that in interviewees, especially in a changing legal landscape, it's important to demonstrate your passion.” Finally, don't be afraid to dig into the firm's unusual compensation structure. “It's what we get most questions about,” associate interviewers revealed; “it's good to discuss as openly as possible how it works and how it affects associates because it shows us whether you as a prospective recruit will buy into that.”

OCI applicants interviewed: 2,908

Interviewees outside OCI: 106

Applicants invited to 2nd stage interview: 1,059 invited, 794 accepted the invite

Offers: 449

Acceptances: 157 (excludes former 1L summer associates)

Notable summer events: Summer Associates from all U.S. offices gather in Washington, DC for our National Summer Associate event that includes training, orientation, and a dinner party.

Interview with firm-wide hiring partner Sharyl Reisman

Chambers Associate: What do you think attracts a candidate to apply to and join Jones Day rather than another firm?

Sharyl Reisman: There are probably two main aspects that draw people to Jones Day. One is, as is the case at many firms, the cutting edge work we're doing and the quality of lawyering. We're not unique in providing high-quality work, training and mentoring.  We certainly fulfill that aspect.

The other aspect is that we have a unique approach to practicing law: our 'One Firm Worldwide' approach to servicing our clients and the shared set of principles and values that we live and practice by. The environment here exposes associates to lawyers across the US and around the globe who are top in their fields and at the top of their game across every practice. Moreover, there's no internal competition at Jones Day, which stems from our structure, our single-minded goal to provide first-rate client service, and our confidential compensation system. Our integrated, supportive and collaborative culture is essential to running the firm successfully. Our team is 2,500 strong and our system incentivizes collaboration and disincentivizes anything else, and that's something that makes us unique.

CA: About how many students do you see at each campus or does it vary? How does the firm decide how many to recruit each year?

SR: We interview on campus at over 40 schools in the US, and participate in over 30 job fairs. We have 18 US offices, and hire for each one during the process. Having a wide net allows us to capture the top law students for each office. Every year we go through a process where each office determines its hiring goals, but there's some flexibility as we don't want to pass up the opportunity to recruit and bring aboard future leaders and stars. Our overall numbers are increasing partly because we've opened new offices, but we've been very deliberate about growing, not growing for the sake of it.

CA: What does the firm do to encourage diversity in recruiting?

SR: Our partner in charge of diversity, inclusion and advancement, Yvette McGee Brown, and I work hand-in-hand throughout the year on recruiting and other initiatives, including a 1L Diversity Conference that we hold annually. We are holding our third annual conference this year. The application process for the conference requires a transcript and personal statement to assist us in identifying law students who are truly committed to diversity and interested in learning about professional development and networking from our Jones Day community. We also partner with various affinity groups at law schools for social events, as well as practice and professional development panels and presentations.

We have women and diverse leaders around the globe. Women partners make up about 30% of the 'up from the ranks' partners every year. If you look at our 18 US offices, almost 40% of the US offices are led by women. One third are led by diverse lawyers. It's not just talk – everyone has opportunities here. If you look around the globe, it's the same statistic. Eighteen of 44 partners in charge of offices are women. There are opportunities here, not barriers.

CA: How has your interview process evolved in recent years?

SR: We continue to find ways to improve our ability to get to know candidates, and for them to get to know us. Our people differentiate us from other firms and we want to create opportunities for recruits to meet them. We look for opportunities to introduce candidates to different attorneys and practice areas at the firm. For many students, interviewing for a firm is their first foray into the working world. It's not about testing candidates but more an opportunity for candidates to learn about the firm, and for us to learn about them. Firms' websites are the first port of call for most students, and if you don't know what to look for, these websites can all look the same. Folks looking to join us need to understand the ways we do things differently.

CA: What questions do you ask during OCIs and callback interviews?

SR: We don't have a prescribed set of questions that we ask. What we are trying to determine is along the lines of what I've already mentioned. An academic transcript speaks for itself and is part of the process – but the real question is 'who is that person?'; 'is she a leader?'; 'will she be a committed and passionate lawyer?'; and 'will she fit in here?'. Will that candidate share our commitment to our clients, client service and the community, and demonstrate leadership and commitment to the profession? Will they be committed to the firm and its culture? A lot of our questions try to tease out these answers beyond what the person is saying. What is it about Jones Day that has attracted you? The answer is pretty revealing with respect to what the student has done to research the firm. We have a unique structure and organization, and we have programs that have been very deliberately planned and implemented to further our goals. If candidates don't know about these programs that are unique to us, they haven't taken the time to learn about us.

Our New Lawyers Group (NLG) program is a good example – when students join the firm, they do not join a specific area of practice. Our first-year lawyers don't choose their practice for about a year. Law school doesn’t assist with figuring out what practices are out there, a student's interest in them or how well the practice matches the student’s strengths. In our experience, when students graduate, they don't know what they want to do yet. We want them to be passionate about their practice, and fit well with the people within that practice; they can figure these things out in that NLG year.

CA: Do candidates need to have any idea where they'd like to end up?

SR: They absolutely do not, but it's great if they do. Even for those recruits that think they know what they want to do, the NLG program is designed to allow them to make sure it's really the right place for them – it's better to find that out in their first year than much later. A good half of students coming in have a vague idea about their future – they may be transactional leaning or litigation leaning – but nothing specific. Some even know the specific practice they want. Some don't know if they're leaning towards a transactional or litigation practice, which is just fine. Some people come in 100% sure about the practice they want to join, they spend their summer doing only that, and then they end up in a different area. Our NLG program suits and addresses each of those paths.

There's a whole other aspect to the NLG program, too – trying to find the people who bring out the best in you and to whom you can look and see yourself doing that in five, ten or 15 years. The New Lawyers Group is a great way to figure all that out.

CA: What makes someone stand out at interview?

SR: I think when students have really gone that extra mile to learn about us from our people and our website – what we do, how we do it, including by reaching out to some of our lawyers, their school alumni, or students who have summered with us – that shows real interest. Our lawyers are always willing to talk to students, from their own law school, or others. It helps students learn about the firm a bit more. Students that have demonstrated that interest and taken the time to get to know us can best express why they are a good fit and demonstrate their initiative taking and leadership qualities– those are the best interviews. It makes for more interesting conversations. Talking about the candidate’s experiences in life, that’s the interesting part and quite telling with respect to the candidate’s goals and interests.  It's often very impressive.

CA: How can candidates best put their experiences across?

SR: There's no one right way to do it. I always tell candidates to consider how their experiences demonstrate passion, initiative, leadership and commitment. Last year I interviewed a woman who loved competitive mountain biking – it was so different and she was so passionate, talking about why it really fitted her and why she loved it. It also wasn't at all consistent with the other things on her resume, so it was particularly interesting. I've also spent a 20-minute interview talking about podcasts, and that allowed me to understand what made that person tick and gave us something to connect on. Above all, we're looking for people who can develop relationships, stand up in front of courts, clients and boardrooms, and be articulate and relate to them.

CA: What can students do now to increase their chances of impressing you in their applications and at interview?

SR: I think the main thing would be taking the time to get to know us and thinking about what about the student makes the student a good fit here. The website is a great place to start. We've put time and thought into making sure that our website reflects firm culture and commitments, as well as describes our recent cases and representations so students can look and learn what we've been involved in. What we do on a daily basis is practice law, serve clients, and get involved in pro bono – those are things we're proud of. Our clients and pro bono work are important, so students should take the time to learn about that and figure out if that's something they want for themselves. And, of course, get involved and be passionate about all you do.

CA: How can summer associates get the most out of the program?

SR: The same way we recommend associates get the most out of the firm – taking advantage of every opportunity presented to you, be that professional or social. The summer program provides training experience, so students can start figuring out where their strengths and passions lie, and whether they are a good fit for that practice. There is practical training on, for example, how to take a deposition, or how to prepare documents for transactions. It's a great place to start learning. Get yourself exposed to as much of the firm as you can, don't treat it as an eight or ten-week program but as a process of getting to know the people and place. Introduce yourself to folks outside who you're working with, learn about the firm and get involved in pro bono projects.

CA: What have been the most exciting developments at the firm more generally in the past year?

SR: We've just opened a new office in Melbourne, demonstrating our growing strength in Australia. Our new offices and entry into new markets reflects focused and deliberate growth to meet our clients’ needs, not growing just for the sake of getting bigger. We are excited and proud that Judge Ann Williams, who recently retired from the Court of Appeals for the Seventh Circuit, has joined Jones Day and is going to be very involved in leading our efforts to advance the rule of law around the world, something we're very committed to.

In terms of pro bono work, we continue our project at the Laredo Detention Center and have to date taken on more than 150 (largely female) clients seeking asylum from Latin America. That complements our longstanding unaccompanied children and women representation program at the southern border, which more than 500 attorneys have dedicated time to. Finally, the great work done by all of our practice groups continues to be acknowledged.

CA: How have the changes introduced by the Trump administration affected the legal market? What effects have the firm felt as a result?

SR: It's not had an enormous effect on how we operate. The firm has a large number of lawyers with government experience because of our rich heritage of lawyers serving in high-level government posts. We have been fortunate to have several lawyers join us from the outgoing Obama administration, and we have had several lawyers from Jones Day join the current administration. Government experience is of great value to our clients.

CA: What advice would you give to a law student looking to apply to interview with the firm?

SR: With respect to Jones Day in particular, we have such a unique culture and structures to incentivize and maintain that culture. One of the most important things is to really know the firm. Candidates need to know what 'One Firm Worldwide' means for them, and it's great when students ask appropriate questions about the specifics of our approach and our culture. We do not expect candidates to walk in and understand everything, but at least demonstrate they know enough to ask good questions.

Pro Bono

Notable opportunities:


In March 2017, we opened a full-time trial site to serve refugees detained in Laredo, Texas, establishing an innovative model for representation.  We chose this project in this location because the detention center has a substantial refugee population with fear based claims largely from Central America facing gender persecution and threats from criminal gangs, it is on the border where expedited removal is prevalent, and the detainees had no access to free legal services.  We have met with over 1,200 detained women to evaluate cases and educate them about their rights, directly represented nearly 200 clients, completed 11 expedited trials in detention and obtained the release of over 130 clients who have trial teams across the country. This work has been performed by nearly 500 lawyers from 30 Practices. We have developed a comprehensive orientation guide and training materials for our teams. We also have developed positive and effective relationships with ICE, guards, and the community.


Jones Day partnered with the American Bar Association to develop Veterans Legal Services Initiative (“VetLex”).  VetLex is a system that links U.S. Veterans and veteran-serving organizations with qualified pro bono or “low bono” lawyers across town or across the country – who stand ready, willing and able to provide the specific legal services needed.  VetLex has active pilot sites in several areas across the country.  More information is available at

Human Trafficking:

In 2016, Jones Day launched an Anti-Human Trafficking Task Force chaired by three Jones Day partners: Alison Marshall, Curt Kirschner, and Kimberly Brown.  In March 2017, Jones Day hosted a two-day roundtable attended by leaders from corporations, social impact investors, NGOs, governmental entities and the judiciary to have a candid discussion around issues of human trafficking and forced labor, what has been working and what has not and actions needed going forward.  Coming out of that roundtable, the Task Force has been busy on a number of initiatives.  We have been working with the American Hospital Association on its efforts to develop and implement a new ICD diagnostic code for victims of trafficking.  We are also working with practitioners who are pursuing a similar initiative globally with the World Health Organization.  Also in the U.S., the Firm is working with a sub-committee of the National Women Judges Association to develop a model diversionary court and guardian ad litem program for minor victims of trafficking who may otherwise find themselves in the criminal justice system.  One of the Houston panels had discussed the need for such a model nationally, and one presenter, Judge Lori Dumas, had shared the system she has been instrumental in developing in Philadelphia.  Also, domestically, Jones Day attorneys are pursuing civil restitution actions on behalf of victims of trafficking.  One case, involving trafficking of a young Ethiopian woman by a U.S. State Department employee in Yemen, went to trial before a jury in the E.D. Va in August 2017; the jury awarded of $1 million in compensatory damages and $2 million in punitive damages.  The case is on now on appeal before the 4th Circuit Court of Appeals.  In Asia, a team of 20+ lawyers from the Tokyo, Perth, Singapore, and Hong Kong offices, with assistance from the U.S., have been partnering with several clients to assist Lawyers Without Borders (“LWOB”) with its research into the streams of, and criminal laws around, human trafficking in and between six Asian countries: Vietnam, Cambodia, Laos, Thailand, Myanmar, and Bangladesh.  Under a contract with the U.S. State Department, LWOB has been tasked with developing a capacity building training program to assist these countries’ improve their records of human trafficking prosecutions, particularly relating to cross border trafficking.  We believe that this work will provide one cornerstone of a broader Jones Day initiative in Asia which will include a roundtable, like the Houston program, to be held in Hong Kong or Singapore in early 2019.  Finally, a team of Jones Day lawyers traveled to Tanzania in August 2017 for a week-long LWOB training program around issues of human trafficking in that country; the team was led by Judge Williams from the 7th Circuit Court of Appeals, who joined Jones Day effective March 1, 2018.



Jones Day

51 Louisiana Avenue, N.W.,
Washington, DC,

  • Head office: Washington
  • Number of domestic offices: 18
  • Number of international offices: 25
  • Partners (US): 656
  • Associates (US): 843
  • Contacts 
  • Main recruitment contact: Jolie A. Blanchard (202 879 3788,
  • Hiring partner: Sharyl A. Reisman (212 326 3405,
  • Diversity coordinator: Jennifer Shumaker (202 879 5430,
  • Recruitment details 
  • Entry-level associates starting in 2018: 150
  • Clerking policy: Yes
  • Summers joining/anticipated 2018: 214 1Ls 29; 2Ls 176; SEOs 9
  • Summers joining/anticipated 2018 split by office: Atlanta: 15; Boston: 5; Chicago: 24.5; Cleveland: 18; Columbus: 8; Dallas: 20; Detroit: 4; Houston: 7; Irvine: 7; Los Ángeles: 8; Miami: 4; Minneapolis: 5; New York: 33; Pittsburgh: 8; San Diego: 10; San Francisco: 9; Silicon Valley: 6; Washington 22.5
  • 2018 interoffice summer splits: Atlanta/Washington: 1 Atlanta/New York: 1 Washington/New York: 1 Washington/Chicago: 1
  • Split arrangements are made on a caseby- case basis.

Main areas of work

  Jones Day’s practices cover the spectrum of transactional, litigation, regulatory and tax matters. Core practice areas include corporate/M&A, litigation/trial practice, government regulation, real estate, energy, healthcare, cybersecurity, issues and appeals, banking/finance, bankruptcy/restructuring, labor and employment, securities litigation, financial institutions, antitrust, tax and intellectual property.

Firm profile

 The firm is a global legal institution based on a set of core principles and values – the most critical of which are integrity, dedication to the profession and a unity of purpose of and relentless focus on client service that transcends individual interests. Each lawyer is committed to the firm’s foundation principles and values, which have a social purpose and permanence and ensure the distinctive quality and value of the legal services they provide their clients. This is one important aspect of what makes Jones Day the client service organization that it is. They function seamlessly across the globe and are truly ‘One Firm Worldwide’.


  Law Schools attending for OCIs in 2018:
American, Benjamin N. Cardozo, Boston College, Boston University, Case Western, Chicago, Cleveland – Marshall, Columbia, Cornell, Dickinson, Duke, Emory, Florida, Fordham, George Mason, George Washington, Georgetown, Georgia, Georgia State, Harvard, Houston, Howard, Illinois, Iowa, Miami, Michigan, Minnesota, New York University, Northwestern, Notre Dame, Ohio State, Pennsylvania, Pittsburgh, San Diego, SMU, Stanford, Texas, UC Berkeley, UC Hastings, UC Irvine, UCLA, U of Southern California, Vanderbilt, Virginia, Wayne State, Wisconsin, Yale

Recruitment outside of OCIs:
The firm participates in several city or regional job fairs and walk-around programs.

Summer associate profile:
Jones Day lawyers share certain fundamental principles: exemplary integrity, a selfless dedication to the firm and its clients and a sense of responsibility and initiative that leads one to take ownership of assignments and to complete them at the highest level of quality legal service. Summer associate candidates are evaluated on their fit with this culture.

Summer program components:
Summer associates do real client work in a variety of practice areas. Mentors are assigned to provide one-on-one guidance. Each summer associate will have formal, mid and endof- summer reviews. Jones Day’s dynamic culture and its global, multidisciplinary practice areas, provide the perfect training ground for summer associates and new lawyers.

Social media


This Firm's Rankings in
USA Guide, 2019

Ranked Departments

    • Antitrust (Band 2)
    • Bankruptcy/Restructuring (Band 2)
    • Construction (Band 1)
    • Healthcare (Band 3)
    • Insurance: Policyholder (Band 2)
    • Intellectual Property (Band 4)
    • Intellectual Property: Patent Prosecution (Band 1)
    • Labor & Employment (Band 3)
    • Life Sciences Recognised Practitioner
    • Litigation: General Commercial (Band 3)
    • Litigation: White-Collar Crime & Government Investigations (Band 2)
    • Antitrust (Band 2)
    • Construction (Band 3)
    • Employee Benefits & Executive Compensation (Band 4)
    • Labor & Employment (Band 1)
    • Litigation: General Commercial (Band 4)
    • Litigation: White-Collar Crime & Government Investigations (Band 2)
    • Tax (Band 4)
    • Corporate/M&A & Private Equity Recognised Practitioner
    • Banking & Finance (Band 3)
    • Corporate/M&A (Band 1)
    • Labor & Employment (Band 4)
    • Litigation: General Commercial (Band 3)
    • Real Estate Recognised Practitioner
    • Tax (Band 2)
    • Antitrust (Band 2)
    • Banking & Finance (Band 4)
    • Bankruptcy/Restructuring (Band 5)
    • Corporate/M&A & Private Equity (Band 3)
    • Healthcare (Band 3)
    • Intellectual Property (Band 3)
    • Labor & Employment (Band 2)
    • Litigation: General Commercial (Band 2)
    • Litigation: White-Collar Crime & Government Investigations (Band 2)
    • Real Estate (Band 3)
    • Banking & Finance (Band 3)
    • Litigation: General Commercial Recognised Practitioner
    • Bankruptcy/Restructuring (Band 2)
    • Corporate/M&A: The Elite (Band 4)
    • Intellectual Property: Patent (Band 3)
    • Labor & Employment (Band 2)
    • Litigation: General Commercial: Highly Regarded (Band 2)
    • Tax (Band 4)
    • Corporate/M&A (Band 5)
    • Banking & Finance (Band 1)
    • Bankruptcy/Restructuring (Band 1)
    • Corporate/M&A (Band 1)
    • Employee Benefits & Executive Compensation (Band 1)
    • Healthcare (Band 1)
    • Intellectual Property (Band 1)
    • Labor & Employment (Band 3)
    • Litigation: General Commercial (Band 1)
    • Real Estate (Band 2)
    • Insurance (Band 2)
    • Litigation: General Commercial (Band 1)
    • Antitrust (Band 3)
    • Bankruptcy/Restructuring (Band 2)
    • Capital Markets: Debt & Equity (Band 4)
    • Corporate/M&A (Band 3)
    • Intellectual Property (Band 3)
    • Litigation: General Commercial (Band 4)
    • Real Estate (Band 3)
    • Antitrust (Band 2)
    • Antitrust: Cartel (Band 3)
    • Appellate Law (Band 2)
    • Banking & Finance Recognised Practitioner
    • Bankruptcy/Restructuring (Band 1)
    • Construction (Band 1)
    • Corporate Crime & Investigations (Band 3)
    • Corporate/M&A: The Elite (Band 3)
    • Employee Benefits & Executive Compensation (Band 4)
    • FCPA (Band 5)
    • Healthcare (Band 4)
    • Insurance: Dispute Resolution: Policyholder (Band 3)
    • Intellectual Property (Band 2)
    • Labor & Employment (Band 1)
    • Life Sciences (Band 4)
    • Political Law (Band 3)
    • Product Liability & Mass Torts (Band 3)
    • Projects: Power & Renewables: Transactional (Band 3)
    • Real Estate (Band 4)
    • Retail: Corporate & Transactional (Band 1)
    • Tax: Corporate & Finance (Band 4)