Despite these mushy economic times of uncertainty. a recently Hudson survey published in USA TODAY showed a startling statistic. The primary reason people accepted their current position was not money. It was work-life balance and flexibility. Compensation came second! Faced with a slow drain of talent with retiring baby boomers, organizations best pay close attention. Service organizations that equate performance with the amount of billable hours could be in for a shock when attempting to recruit new employees. And no where might this be felt more keenly than in the legal profession. Last year, Stanford Law Student Andrew Bruck and about 25 other Stanford students founded Building a Better Legal Profession. Students at Yale and Harvard Law schools have picked up the rallying cry. Their mission: to force law firms into changing the way they promote young lawyers and to establish policies that allow lawyers to have time for a family while still honing their talents. It’s an uphill battle given that senior associates have pushed for higher profits by increasing the ratio of associates to partners and requiring associates to work longer hours. But change is afoot. A few firms are evaluating young attorneys based on the skills they’ve acquired and gives them credit for pro bono cases as well as recruiting. Such moves have cut attrition and helped retain women and minority lawyers.