Guard against the urge to ostracize or constantly belittle and criticise said junior. These kids take praise to the head and critique to their heart and that doesn't help. Sadly, having said that, the burder (or privilege) of guiding them through their turmoil can be shared well by us. Ensure they come candid in their conversation with you, only then would you be in position to solve for for any tangible hurdles. Indicate clearly what the friction points for you are, if they remain unaddressed, you know they're slacking off and you can bid adieu without any eyesore.

Before firing or stopping his pay, I think you owe him a candid conversation. As someone already said, if it's because his private practice is flourishing, nothing like it. That's the ultimate goal of chamber practice for everyone. But if it's due to extenuating personal circumstances, then that should also be handled with some tact and consideration. Perhaps you can discuss a sabbatical arrangement till the time he resolves this issue, if that's the case.

But unceremoniously turning him out without even a conversation is straight up cruel.

All juniors are bound to eventually leave the nest. Having said that, either one of two scenarios can be correct right now. Your junior either gets so many briefs that he is unable to do the work associated with your personal matters or else your junior is really just playing truant without having any substantial personal work to look after.

If the former is true, then great. Your junior is in a position to start his own independent practice. This is unfortunate for you but still something to be celebrated given how difficult it is to make a living as a litigator. You should just congratulate him and tell him that you will stop paying him the stipend now.

If the latter is true, then you should sit down with him and try to understand the reasons behind his neglect of chamber work. It could very well be that he has some personal issues that he is sorting out due to which he is unable to do the work which you assign him. Depending on the reasons he provides and your own financial condition (which I would assume is quite good), you can take a decision on whether to continue paying him the stipend/continue having him as your junior.

Your hesitation in immediately firing him makes me think that you are at least somewhat compassionate as a chamber senior. Please don't change. God knows this profession needs more people like you!

Have a chamber junior who is paid a monthly stipend which is above the industry standard in my city. He is free to take his own work and even I try to push my juniors and give them direct mandates where they can bill separately or handle the matter where my fees would be high. Now the junior has stopped performing in my chamber work and is barely at the office. How do I deal with such a bloke. Don’t want to fire him yet. Thinking if I should stop paying?