JordanFurlong + talent   75

Alternative Legal Services Providers and the Shortage of Legal Talent | Legal Executive Institute
n my articles I’ve noted how the demand for legal services at corporations is growing. I’ve also highlighted how corporations are looking for new ways to procure legal services and determine what they should be paying for these services to manage legal support costs. Finally, I’ve noted how ALSPs have addressed these needs — at least in part — and how ALSPs’ successes are resulting in very strong growth. That’s been a good thing for many.

Unfortunately, that growth is creating a talent shortage, a talent shortage in a segment of the legal services market which, in turn is affecting the way corporations hire outside legal help.

It may sound strange to say there’s a talent shortage in the legal industry given the number of law students graduating into the profession each year and given how many of them struggle to find a good — let alone a great — legal job. But the hiring we are seeing is very concentrated, and much of it comes from law firms filling traditional associate roles. But there is a demand for legal talent that’s not being met, and it’s having a cascading effect in parts of the corporate legal services industry, specifically that part of the industry involving ALSPs and the work that they support.
competition  process  talent 
18 days ago by JordanFurlong
New Littler 'On Demand' App Has a Human Side: Shift Lawyers | The American Lawyer
Clients will use the service by submitting questions on a newly built app, either via mobile or desktop. If the question has already been asked in an organization, it will elicit previous attorney responses. And for new inquiries, on-call Littler “on-demand” attorneys—who have an average of 15 years of experience and will work a set shift—will work to generate real-time answers. They can either respond directly or collaborate with Littler attorneys with more specialized knowledge on particularly complex questions.

Fees will range from traditional hourly rates, blended rates or any other arrangements sought by clients. Regardless, Forman said that the expense for clients would be less than the cost of salary and benefits for new in-house counsel.

Clients will also have access to a dashboard that shows what other questions are being asked, in order to gain a picture of other issues or concerns that they should have on their radar. Forman gave the example of a wage and hour question that might alert a client to a compliance issue or stimulate an opportunity for further training.

The new platform also relies on a recognition that the traditional law firm career progression does not work for everyone.

“For years, you would come in as a lawyer and then be on the partnership track or no longer at a firm,” Forman said. “We’re very cognizant that today’s lawyers are looking for different things.”

He added that many lawyers who moved in-house seeking greater certainty about their hours were encountering some of the same expectations they faced at firms.

“This delivers what most people mistakenly believe the in-house position offers: a set schedule, working on interesting legal issues for important clients,” Forman said of the “on demand” lawyers, who essentially work as an extension of the client’s legal team.
clients  talent  flex  it  ops 
may 2019 by JordanFurlong
The Skills Gap Part 1: What Competencies will Lawyers Need to Stay Relevant in the Future? | Rainmaking Oasis, LLC
In our efforts to develop a better way to define the range of competencies needed, we came across The Delta Model that was initially developed by a team spearheaded by Dan Linna, a professor at Northwestern Pritzker School of Law and was joined by Alyson Carrel and Jesse Bowman (also of Northwestern,) Shellie Reid of Northern Virginia Legal Services and Jordan Galvin of Mayer Brown, Knowledge Management.  After conducting additional research and with added insights from Caitlin Moon of Vanderbilt Law School, Gabriel Teninbaum at Suffolk Law School and Natalie Runyon of Thompson Reutter, the group released its Delta Model 2.0 in March 2019. One of their primary findings was that Personal Effectiveness skills are the most important lawyer competencies. The Delta Model model breaks lawyer competencies into three buckets:
competence  training  admission  skills  talent 
may 2019 by JordanFurlong
Why the War for Talent Is Escalating for Law Firms - Attorney at Work
The diversity imperative. Law firms have gotten the message from corporate clients that legal teams handling their business need to be more diverse. Virtually all law firms that we talk to are encouraging us to recruit diverse attorneys. As a result, the competition to recruit such lawyers is extremely intense. Moreover, statistics show that minorities and women leave their firms throughout their careers at a much higher rate than the overall average. Firms are just beginning to grapple with the fact that the traditional “assignment and mentoring” approach to associate advancement tends to reinforce unconscious bias against diverse lawyers. As a result, many firms have to focus on different methods to ensure the retention of diverse lawyers.

Difficulty implementing succession planning. Law firms are unique organizations in that clients tend to be tied to one attorney who is the point person for all, or nearly all, of their legal work. Studies show that nearly 35 percent of their business is tied to lawyers who are over age 60. Yet firms have struggled with transitioning those clients to more junior lawyers within the firm. Much of this is tied to the largely origination-based compensation of most firms, which makes it difficult for senior lawyers to transition work for the good of the firm, and also make it difficult to incentivize the up-and-coming lawyers. As a result, those lawyers are more apt to change firms or leave private practice entirely. (And in many cases, the client leaves the firm as well.)
firms  talent  diversity  succession  generations  strategy 
february 2019 by JordanFurlong
National | It makes no sense that law firms continue to fail so badly at retaining their most promising assets: Millennials
In this sense, the culture of the law firm needs to shift paradigmatically. However, change on this front is glacial, if not non-existent. When presented with strategies used by large consulting and accounting firms to adapt to millennial talent, respondents in leadership at large law firms showed hardly any awareness of them. Only one of these strategies had been discussed by law firm leadership and, even then, there was no consideration of whether it could be implemented.
millennials  talent 
december 2018 by JordanFurlong
The Battle For Talent Is Disrupting The Business Of Law | The American Lawyer
When partners move (and big-money partners, in particular), they may give any number of reasons as to why, but when push comes to shove, the vast majority move for one or more of three reasons: (i) more money, (ii) and/or to stop carrying unproductive partners (this is a “social” aspect, is generally highly underrated by courting firms in the way of motivation, and goes hand in hand with making more money) and/or (iii) anxiety surrounding their firm’s strategy and general durability. Let’s look at each:

Aggressive payouts: When you are already making $5M and really like your firm, it is one thing to refute the allure of another $1M, but another $5-6M? That’s a different animal altogether. This may sound, well, odd, to the average person – “another $1M isn’t enough to jar someone loose?” – but in many-to-most instances at the higher levels, no, it is not. Generally speaking, the highest producers are not actually driven by money, which has helped them get to their current station in the first place. They work a lot because they like it; they are (almost exclusively) fiscally responsible; they focus on skill/knowledge/personal development, client service and solving practical problems; and their current financial success is a happy byproduct, not the driver, of their decisions. But, we all have our price, do we not? The current climate is proving this and it is happening more and more.

“Equality” issues: With the roots of all law firms hailing from a partnership culture – i.e., one of equality, contribution and having the same amount of “skin” in the game – it is generally very difficult for firms to openly discuss, much less act upon, what is effectively (and sometimes blatantly) unequal contributions to the firm’s bottom line. Further, with (a) the ease of information flow, (b) the (almost uniform) presence of transparent compensation systems, and (c) the relatively recent spike in huge lateral paydays, it is becoming harder for major rainmakers to feel comfortable being paid “in-and-around,” or in some cases equal to, their lesser-contributing partners.

Durability: The movement of big names, firms’ inability to backfill those names with commensurate finances and reputational capital, and the resulting optics have caused significant anxiety amongst partners in many firms, including those that once were considered bulletproof.
laterals  firms  talent  partners 
august 2018 by JordanFurlong
The “Delta” Lawyer Competency Model Discovered through LegalRnD Workshop
Our Hypothesis: We believe that a new delta-shaped model of lawyer competence, combining currently available research literature and anecdata, will more comprehensively reflect the diverse skills, attitudes and knowledge lawyers need to reach the highest level of client satisfaction.

Alyson Carrel

The delta model of lawyer competence combines the competencies identified by Bill Henderson, David Wilkins, Alli Gerkman, Amani Smathers, Andrea Schneider, and Jim Lupo, to highlight the need not only for T-shaped lawyers, but also for lawyers with high-character quotients, emotional intelligence, leadership and collaborative problem-solving skills.

Our design of the “delta” model started with the foundation-level, widely accepted as “lawyering” skills already taught in law schools as the base of the triangle. These are the foundational skills that are table stakes for any lawyer passing the bar exam and practicing law.

We developed the right side of the triangle with the well- documented skills that were identified at the top of the “T” shaped model, which include design and e-discovery, project management and analytics, and business tools and technology. We sought to build off the existing models developed by legal community peers rather than try to “re-invent the wheel.”

Shellie Reid

For the left side of the triangle, we chose to include the personal effectiveness competencies because they are indeed required for upward advancement in the legal industry. Moreover, we saw the personal effectiveness skills and the process, data and technology skills being equally important for a successful 21st century lawyer.
admission  schools  competence  skills  talent  EQ 
june 2018 by JordanFurlong
The War for Talent Gets Teeth | Adam Smith, Esq.
Here’s what I think this is about: Once top-tier firms awaken to the reality that we live in an age of Superstars who can command outsized compensation packages–and once firms reconfigure their compensation ladders to accommodate the whopping market rates for top-end individuals–the money has to come from somewhere.

So this is  the first highly visible fissure revealing the implications for the vast majority of us who are not superstars; We may not be worth as much as we thought we were.

Perhaps a visualization would help.  If the classic lockstep system (modified or otherwise) resembles a sort of staircase  ascending and perhaps descending in orderly gradients, the new Super Pointer systems have morphed into something closer to a discontinuous step function.  Most of the smooth old staircase remains–it makes tremendous sense for the bulk of B, B+, and A- players–but grafted onto each end are waterfalls. The waterfall that descends at the right for the B-, C+, and worse players symbolizes an abrupt cascade downward, embodying a stark and unforgiving message.  And the waterfall on the left descending from the aerie of the A+ Super Pointers to connect up with the good old staircase is for the marquee players identifiable by name on the front pages of The New York TImes, The Wall Street Journal, or the Financial TImes,
compensation  partners  talent 
june 2018 by JordanFurlong
A Multidisciplinary Future to Solve Legal Problems - Prism Legal
I’ve long thought that for law firms to deliver more value to clients, they must work more effectively across disciplines. It’s not just about the law anymore. In the past, economists, communications specialists and a range of expert witnesses contributed to legal solutions. But it was incidental, not core. Skills beyond law are rapidly becoming core to legal service delivery. The outlines of that are already clear, with some firms hiring data scientists and AI specialists. Increasingly complex business and legal problems mean this trend will continue and likely accelerate.

Law firm talent wars today seem myopically focused on lawyers. The challenge of recruiting top legal talent pales in comparison to hiring top AI and data science talent. Both fields are growing explosively but the talent is not. Firms that want to win the war for that talent—even for consulting support—must eliminate the caste system. They must banish not just the term ‘non-lawyer’, but also the thinking behind and projected feelings from it.
talent  mdp 
june 2018 by JordanFurlong
PwC Eyes Global Expansion of Its Flexible Lawyering Service |
Workman said the launch of FLR was prompted in part by calls the had been receiving from overburdened GCs and legal heads calling out for extra staffing resources.

Their message to him was that secondees from law firms and contractors from some of the other flexi-lawyer businesses – although often good lawyers – did not have enough in-house experience and were too accustomed to life in private practice. As a result, FLR’s initial focus has been on signing up senior lawyers, in particular those with in-house experience.

“One of our key selection criteria is that candidates have a really solid background and experience of working in an in-house environment, and initially a background in financial services, as those are the clients who were calling us and saying: ‘We have these massive complex projects that we need to deliver as a result of regulation change and Brexit, and we need a holistic solution’,” Workman said.

FLR is just one part of PwC’s “New Law” offerings, which give clients access to legal technology, outsourced managed legal services, and now this pool of contractors.

All of this is being leveraged when PwC goes for panel pitches alongside its traditional law offering. Despite the service’s initial focus on financial services, FLR believes it is able to service any client regardless of the industry, and has already placed contractors in construction, real estate and insurance companies.
flex  client  talent 
february 2018 by JordanFurlong
Report: Nearly 40 Percent of Law Firms Waste C-Suite Talent | The American Lawyer
A survey released Wednesday by ALM Intelligence found 39 percent of the growing law firm executive ranks did not feel they played a pivotal role affecting the future of their firms.
talent  leadership 
november 2016 by JordanFurlong
When GCs Hire Law Firms Instead of Keeping Legal Work In-House
The traditional law firm model has been in turmoil for years and there’s no slowing down the pace of change. A contributing factor to the turbulence, or the result of which, is the evolving role of general counsels and corporate legal departments.

Instead of blindly continuing law firm spend for the same issue or farming out consistent work streams in particular areas, general counsels (GCs) are bringing the work in-house where it can be done more cost-effectively. And, for a growing number of legal departments, even complex issues previously handled by outside experts are being brought in-house.

The pendulum has swung, but GCs still need to hire outside counsel for some of the work. In this new environment, what are some of the factors that go into the GC’s decision to hire law firms vs. keeping the work in-house?
clients  insourcing  talent  admissions  pricing 
july 2016 by JordanFurlong
Employment data for 2015 law school grads is concerning, some law profs say
: Out of everyone who graduated from ABA-accredited law schools in 2015, 70 percent have full-time, long-term employment in positions that require or prefer a JD, according to data (PDF) released Tuesday by the ABA’s Section on Legal Education and Admissions to the Bar.

Comparatively, 69 percent of the 2014 graduates had full-time, long-term employment in jobs that required or preferred law degrees. But making a comparison of those two percentages doesn’t give one a clear sense of employment picture for new lawyers, which is not improving, says Jerry Organ, a law professor at the University of St. Thomas School of Law in Minneapolis.He wrote a post about the new data at the Legal Whiteboard.

The class of 2015 was 8.8 percent smaller than the class of 2014, he notes. Also, the 2014 percentage for full-time, long-term, JD-related positions included law school-funded jobs, while the 2015 data did not. Organ made some recalculations by stripping out law school-funded positions from the 2014 data.

“I think that looking at the percentage change in full-time, long-term bar-passage-required and JD-advantage jobs—a modest increase from 69 percent to 70.1 percent between 2014 and 2015—does not give the full picture because it masks the fact that the number of such jobs actually declined” by more than 7 percent, he says.

The ABA information includes a table comparing the 2015 and 2014 data, which has a note about law school-funded positions not being included for the total of 2015 graduates with full-time, long-term, law-related work. Individual schools’ data can be searched online.

“The council is pleased to release data on law school employment outcomes for the class of 2015. We offer a summary of those outcomes, which shows that the employment market remains challenging for recent graduates even as law schools are substantially reducing enrollments,” Barry Currier, the ABA’s managing director of accreditation and legal education, told the ABA Journal.

The 2015 data also shows a decline in law-firm hiring, Deborah J. Merritt, a professor at Ohio State University Moritz College of Law, writes at Law School Cafe. Law firms hired 1,574 fewer new graduates in 2015 than they did in 2014.
firms  schools  admissions  talent 
may 2016 by JordanFurlong
Prism Legal The Future of Legal Talent - Not Lawyers? - Prism Legal
n my view, there is a stronger case to treat lawyers as the transient and other professionals as permanent. I say that because of the current and likely future dynamics of the labor market for each category of professionals.

The lawyer market is transient now and likely to remain so. A robust temp lawyer market – from staffing companies to online market places – already lets firms easily flex the number of lawyers actively working on matters. Furthermore, lawyers are already demonstrably very transient: lateral moves occur daily. That we have so many temp services and laterals suggests the market already sees lawyers are fairly fungible. And with an ongoing lawyer oversupply, recruitment is not that hard. So continuing to flex lawyer counts will be easy.

Not so for other professionals. Law firms struggle now to find legal project managers and pricing professionals. Trends today suggest demand will continue to outstrip supply. Separately, much-coveted experts such as data scientists and cyber-professionals will have plentiful job options across industries for years to come. So finding and keeping these professionals will be harder than doing so for lawyers. That suggests law firms should work hard to entice other professionals to stay as permanent and long term employees.
talent  firms  flex  management 
april 2016 by JordanFurlong
What the jobs are: New tech and client needs create a new field of legal operations
What is not well-understood, however, is that a substantial part of this unease is traceable to people like Brenton. General counsel are increasingly giving senior “legal ops” professionals the authority to improve legal department performance, including the hiring and managing of outside counsel. When this happens, outside law firms have to justify how they are providing greater value than the dozens of other law firms and new law service providers that are dying to get in the door.
talent  workflow  innovation  robolawyer  it  process 
october 2015 by JordanFurlong
UpCounsel Seeks to Expand Online Marketplace with $10 Million in Funding | Legaltech News
The company notes that it has experienced 20 percent month-over-month in revenue growth and 30 percent month-over-month in lawyer signups so far this year. Faustman told Legaltech News that the growth in revenue is due to executive sales strategies and an increase in enterprise users, such as GCs. And as for lawyers, he added, “Word of mouth has spread faster than we anticipated. Lawyer satisfaction on UpCounsel is extremely high, and when people have a great experience, they talk about it.”
temporary  talent  flex 
july 2015 by JordanFurlong
How law firms are innovating when it comes to hiring - ABA Journal
The results of its initial effort surprised Kilpatrick Townsend. For starters, some of those candidates who looked great on paper, or even at lunch, failed measurably. The firm tells of one applicant who, when asked to work on a group project, stood apart from the group texting. The firm also reported that the more intensive interviewing effort had a tremendous “second order effect”: The lawyers and staff involved in this effort built bonds with one another and more self-consciously embraced the norms that the firm was seeking to develop.
Other law firms are developing similar experiments geared to discern more directly the competencies that lawyers will actually be called up to display in practice. At Womble Carlyle, for example, applicants are asked to submit a short video in which they respond to questions that call on them to demonstrate their thoughtfulness in addressing issues that they would face in practice.
Similarly, Schiff Hardin worked with Lawyer Metrics (a company founded by Indiana University Maurer School of Law Professor Bill Henderson) to develop structured behavioral panel interviews that it could use in its hiring rather than the legacy subjective model, which the firm believed was hurting its efforts to find the best talent and promote a more diverse talent pool. (For a compelling challenge to the profession on the need to redouble diversity efforts, see Deborah Rhode’s piece here.) The firm complemented these interviews with a writing assignment—one that involved summarizing legal information for a non-lawyer—that all applicants were asked to complete onsite at the firm during the interview. The firm’s professional development partner, Lisa Brown, reported that this approach generated more selectivity in giving offers, a greater rate of their acceptance (with the professionalism and fairness of the interview process cited as a significant factor), and a notably more diverse group.
talent  training  skills  firms 
july 2015 by JordanFurlong
How law firms are innovating when it comes to hiring - ABA Journal
cellence in a predefined set of competencies, including resilience, an ability to work in teams, empathy, and leadership, is central to getting hired. The interview process, therefore, is not about having an unstructured conversation at a meal. Rather, the applicants are invited to an offsite retreat that includes behavioral interviews with seven different law firm team members. The firm also asks everyone invited to this offsite event to conduct a group project and a writing assignment. In effect, the firm seeks to evaluate directly the sorts of activities that associates are asked to do on the job. For law firm hiring, this is a radical concept.
The results of its initial effort surprised Kilpatrick Townsend. For starters, some of those candidates who looked great on paper, or even at lunch, failed measurably. The firm tells of one applicant who, when asked to work on a group project, stood apart from the group texting. The firm also reported that the more intensive interviewing effort had a tremendous “second order effect”: The lawyers and staff involved in this effort built bonds with one another and more self-consciously embraced the norms that the firm was seeking to develop.
Other law firms are developing similar experiments geared to discern more directly the competencies that lawyers will actually be called up to display in practice. At Womble Carlyle, for example, applicants are asked to submit a short video in which they respond to questions that call on them to demonstrate their thoughtfulness in addressing issues that they would face in practice.
Similarly, Schiff Hardin worked with Lawyer Metrics (a company founded by Indiana University Maurer School of Law Professor Bill Henderson) to develop structured behavioral panel interviews that it could use in its hiring rather than the legacy subjective model, which the firm believed was hurting its efforts to find the best talent and promote a more diverse talent pool. (For a compelling challenge to the profession on the need to redouble diversity efforts, see Deborah Rhode’s piece here.) The firm complemented these interviews with a writing assignment—one that involved summarizing legal information for a non-lawyer—that all applicants were asked to complete onsite at the firm during the interview. The firm’s professional development partner, Lisa Brown, reported that this approach generated more selectivity in giving offers, a greater rate of their acceptance (with the professionalism and fairness of the interview process cited as a significant factor), and a notably more diverse group.
talent  laterals  training  skills 
july 2015 by JordanFurlong
The Process of Magic — Rethink the Practice — Medium
The reality, however, is that the willingness to engage in a full and candid discussion about service delivery and how business objectives can be met does not degrade the credentials or specialized expertise — it enhances them.

Let me repeat that point.

Looking at the practice of law through a process lens enhances the value of the artisan.
Counterintuitive? Perhaps. However, the process approach gives us the basis to assign relative value prioritization to each activity in the value stream. It reserves the highest-value activities for those with the credentials, specialized expertise, and the experiential know-how to handle them.
innovation  process  talent 
june 2015 by JordanFurlong
DLA Piper enters booming contract lawyer market with Peerpoint-style alumni venture |
DLA Piper is to launch a flexible working unit to rival Allen & Overy's (A&O) Peerpoint and other alumni-based ventures following criticism over the lack of flexibility within the firm's remuneration structure.
talent  flex  innovatIon  firms 
june 2015 by JordanFurlong
KPMG disrupts itself with online marketplace for idle staff hours
The big-four firm has launched a new online marketplace to offer the idle hours of its high powered staff to clients for short term jobs at a discount. Think or – but for KPMG clients and staff only.

Martin Sheppard, KPMG Australia’s lead brand and innovation partner, likens KPMG Marketplace to an airline maximising “yield” by selling last-minute seats cheap.

The idea grew from a response by a junior staffer in Adelaide to an in-house ideas competition. It has raised the hackles of traditionalists, Sheppard admits.
innovation  accountants  temporary  talent 
june 2015 by JordanFurlong
Knowledge Management is dead: long live people, process + platform | David Halliwell | LinkedIn
1D: advanced – the ability to take into account situational elements, and so follow basic rules – if/then etc
2D: expert (yes, we've got there already and there are 2 more levels yet) - the ability to take an external perspective to the rules and so be able to organise them according to priorities
3D: master – a master sees the range of inputs from which decisions have to be taken as a whole, and intuitively sees the solution to a problem, or which decision needs to be taken
4D: grandmaster – this is the ability to see into the essence, the quintessence, of a subject and shape it. So expert that the topic follows his or her lead, rather than the other way round.  Genuine, absolute master of the situation.
process  km  talent 
may 2015 by JordanFurlong
The Qualities of Tomorrow’s Top Lawyers | SeytLines
Finally, we find a quality lawyers have claimed over the years. Because many of us have viewed ourselves as part of a profession, we have tried to act like professionals. We think about our communities, about the broader issues of the day, and perhaps do pro bono work. While it typically isn’t the personality type of lawyers to integrate “gratitude and appreciation” into their lives, the sense that there is something beyond the immediate business outcome still exists in some nooks and crannies of the legal industry. Assuming education and early training in the law doesn’t squeeze it out of them, up-and-coming lawyers also may share these qualities.
skills  talent  schools 
april 2015 by JordanFurlong
Magic circle re-builds the pyramid structure | Analysis | The Lawyer
But the change in fortune in terms of retention rates at A&O and Clifford Chance can be explained by a single common factor: both have chosen to drastically cut their trainee intakes.  

While the headline statistics speak of high retention, junior lawyers are actually facing a tougher recruitment market than ever before.

Back in December 2012, Clifford Chance announced that it would be cutting its trainee intake for 2015 from up to 120 to a maximum of 100. Of course, that intake has not yet begun to train, let alone qualify.

Clifford Chance actually started to trim its numbers back in 2010. Aside from a slight boost in 2012/2013, its numbers have plummeted. In the four years between 2010 and 2014, its trainee cohort size shrunk by 26 per cent (see Clifford Change NQ retention, below).
talent  admission  training  laterals 
march 2015 by JordanFurlong
Corrs enters another dimension | Lawyers Weekly
Corrs Chambers Westgarth has established an outsourcing arm known as Orbit.

The national firm has launched what it terms a “new legal resourcing business” to meet the temporary legal demands of clients, non-clients and even Corrs partners.
temporary  competition  flex  talent 
december 2014 by JordanFurlong
Part 3 of 3: The Next Normal – What Can Law Firms Learn from Netflix? -
Earlier this year, Netflix shared their story on how they've built a culture of excellence that has led to their extraordinary success. In a 127-slide PPT called Netflix Culture: Freedom & Responsibility, Reed Hastings and Patty McCord detailed the company's approach to growth and talent management. As outlined in the HBR image above of Netflix's 5 Talent Tenants (courtesy of HBR via Twitter,) in essence, the company focuses on hiring only the best, compensating them accordingly and letting go those who do not consistently meet and exceed high standards. There are a number of key aspects to their approach that could be especially interesting and applicable to law firms who are determined to succeed despite the disruptive turmoil.

There are nine "core competencies" Netflix strives for in its employees:
1. Judgment
2. Communication
3. Impact
4. Curiosity
5. Innovation
6. Courage
7. Passion
8. Honesty
9. Selflessness
While many companies, and even law firms, es
talent  management 
august 2014 by JordanFurlong
Part 2 of 3: The Next Normal – What Talent and Skills Will Progressive Law Firms Need? -
In Part 1 of 3: The Next Normal – Will the Traditional Law Firm Model Survive?, we suggested that the traditional firm model will not survive in the future (or perhaps even the present for many.) The law firm or legal service organization of the future will employ numerous types of people who have various skills, experience/backgrounds and credentials. Only some of these professionals will have a traditional law degree and will be practicing law as we know it today. Many others will be required to design and manage legal solutions for clients, manage key client relationships, develop efficient and effective process and project management systems, design value-based pricing strategies, oversee content and knowledge data bases, employ new technologies, and manage the talent, resources, finances, and marketing and selling of the organization.
innovation  talent  schools  cle  training 
july 2014 by JordanFurlong
Pillsbury Winthrop will move some legal work to its back-office operations center in Nashville
Pillsbury chairman Jim Rishwain says the hiring of the lawyers, as well as a handful of paralegals and consultants, is “another step in the evolution of our business model,” the Washington Post reports.
process  dispersed  talent  innovation  outsourcing 
june 2014 by JordanFurlong
Cut-Throat Capitalism: Welcome To the Gig Economy | Alternet
Gerald Friedman: Growing use of contingent workers (in “gigs”) came when capitalists sought to respond to gains by labor through the early 1970s, and in response to the victories capital won in the rise of the neoliberal era. Because contingent workers were usually not covered by union contracts or other legal safeguards, employers hired them to regain leverage over workers lost when unionized workers gained protection against unjust dismissal, and courts extended these protections to non-union workers under the “implicit contract” doctrine. 
flex  talent 
may 2014 by JordanFurlong
Dewey B Strategic: The Law Office of the Future Design Lab Debuts at the Association of Legal Administrators
The Key Concepts of ReDesign Law Are:

1. Less is more. Smaller offices, more interiors offices
2. Build more variety and choice into people's work environment.Gensler's workplace study indicated that there is a 12% increase in productivity when people have workspace choices.
3. Future Proof your environment. Create space which can expand, contract and be reconfigured as needed.
4. Ubiquitous technology enhances collaboration and mobility
5. Connect the Dots. Face to face interactions still build social capital
6.One size doesn't fit all. Find the workplace strategy that works for your firms.
office  innovation  firms  talent  it 
may 2014 by JordanFurlong
The Illusion of Attorney Job Security and Practical Implications -
Many have seen the practice of law at major, large law firms or within an in-house setting as a safe choice for earning solid compensation and enjoying excellent job stability. That conception suffered during the Great Recession in the face of mass Biglaw and significant corporate in-house layoffs. But long-term stability was lacking even before that time. The National Association for Law Placement found in 2007 that 78% of entry-level associates departed their initial large firms within five years. ([1].Formatted.1.pdf, page 61). Also, promotions to partnership are rare, and a 2012 study by the American Lawyer showed that BigLaw associates wait on average 10.5 years to become partner. But even making partner is no guarantee of security; many service partners without self-sustaining business lost their jobs within the last several years.
laterals  talent  clients 
march 2014 by JordanFurlong
Your Monthly Law Firm Efficiency Metrics: Post 3 | Stacey E. Burke
Staff audit reports give a law firm a clearer picture of office workflow and productivity.  After running staff audit reports, use the data to determine:
metrics  talent  management  staff 
march 2014 by JordanFurlong
UpCounsel Helps Anyone Get A Lawyer - Business Insider
Earlier this week, Business Insider sat down with a UpCounsel, a company that helps individuals and businesses connect with the lawyer that best matches their needs.
talent  innovation  clients 
february 2014 by JordanFurlong
How a Distributed Workforce Responds to Bad Weather – Divorce Discourse
We have 17 full-time employees and an equal number of outsourced contractors. With one exception, they work remotely. They do their work from their homes.

The only employee affected by the snow was the front desk person in our Raleigh office. She was unable to come in due to the weather.

Otherwise, our firm was unaffected by the weather.

Our phones (Vocalocity) worked as usual, even as the power flickered on and off. E-mail (Gmail) continued to come and go. Our client records (Salesforce) and documents (NetDocuments) remained accessible.

The snow didn’t slow us down one bit except for the excited chatter among our team members on Skype and Chatter. Collaboration, communication, and meetings took place as usual. The only slowdown we experienced was the delay in getting calls and e-mails back from opposing counsel who seemed to be taking the day off.
innovation  talent  dispersed 
february 2014 by JordanFurlong
Eversheds hub - Press releases - New breed of young lawyers is seeking to reform the legal sector
New research from global law firm Eversheds has revealed that a new breed of young lawyer is seeking to reform the legal sector. With global ambition and a desire to modernise the more traditional aspects of the legal profession, many young lawyers would like the law to be more like a commercial business than a profession and see embracing technology as the key to transforming what many consider to be outdated working practices.
innovation  talent  admission 
january 2014 by JordanFurlong
The future of legal education: are apprenticeships the answer? | Education | Guardian Professional
Without sponsorship the cost of legal training is expensive. If you take the university route, you're faced with £9,000 annual fees during your undergraduate degree. This is followed by £14,000 to train as a solicitor or at least £18,000 to train as a barrister. You can skip the undergraduate law degree, but the law conversion course will still set you back £10,000.
articling  talent  admission  training 
january 2014 by JordanFurlong
Looking for the Gems: Overcoming Bias in Law Firm Recruitment – Slaw
The broader issue of hiring bias and what to do about it is, however, something that the Canadian legal profession ought to take seriously. The October 2012 Final Report of the LSUC Articling Taskforce received “numerous submissions” from equality-seeking groups who, among other things, expressed concerns that their members may be disproportionately represented among those unable to find articling positions and proportionately less represented among those who obtain articling positions in large firms. The same year, the Law Society of British Columbia’s report, Towards a More Representative Legal Profession: Better practices, better workplaces, better results, highlighted the chronic underrepresentation of Aboriginal and visible minority lawyers in that province’s legal profession.
january 2014 by JordanFurlong
A Design Approach to Law: Riverview Law and Legal OnRamp Partnership | The Hildebrandt Institute Blog
This partnership of could become a blueprint for the way many legal services will be standardized in the future. The partnership also joins two firms that have been at the forefront of creating new legal services models: Riverview comes out of spirit of reform fostered by the UK’s legal services act (its recent move to the US documented here) and it is vigorously promoting its new fixed-fee approach to services; Legal OnRamp’s founder Paul Lippe has long been an outspoken industry observer, and this time he’s right in the middle of implementing the kind of innovation he’s been calling for for years.
innovation  talent  schools  clients 
january 2014 by JordanFurlong
David Simon: 'There are now two Americas. My country is a horror show' | World news | The Observer
And one of the things that capital would want unequivocally and for certain is the diminishment of labour. They would want labour to be diminished because labour's a cost. And if labour is diminished, let's translate that: in human terms, it means human beings are worth less.

From this moment forward unless we reverse course, the average human being is worth less on planet Earth. Unless we take stock of the fact that maybe socialism and the socialist impulse has to be addressed again; it has to be married as it was married in the 1930s, the 1940s and even into the 1950s, to the engine that is capitalism.
talent  robolawyer  outsourcing 
december 2013 by JordanFurlong
A&O launches contract lawyer business - Legalweek
Allen & Overy (A&O) has launched a new contract lawyer business through which teams of legal professionals will work for the firm on a flexible basis.
talent  flex  temporary  outsourcing 
november 2013 by JordanFurlong
They're Watching You at Work - Don Peck - The Atlantic
In 2003, thanks to Michael Lewis and his best seller Moneyball, the general manager of the Oakland A’s, Billy Beane, became a star. The previous year, Beane had turned his back on his scouts and had instead entrusted player-acquisition decisions to mathematical models developed by a young, Harvard-trained statistical wizard on his staff. What happened next has become baseball lore. The A’s, a small-market team with a paltry budget, ripped off the longest winning streak in American League history and rolled up 103 wins for the season. Only the mighty Yankees, who had spent three times as much on player salaries, won as many games. The team’s success, in turn, launched a revolution. In the years that followed, team after team began to use detailed predictive models to assess players’ potential and monetary value, and the early adopters, by and large, gained a measurable competitive edge over their more hidebound peers.
data  talent  moneyball 
november 2013 by JordanFurlong
The Rise of Invisible Work - Emily Badger - The Atlantic Cities
That chart, from McAfee, shows the widening gap between productivity and employment in America (the pink arrow inserted is ours). This is deeply troubling to economists. But it’s possible – and this is what Sundararajan and others are hoping to measure – that the gap could contain all these people we are currently not counting. That's not to say that these unconventional workers fill up that entire gap, but they could be an important part of the picture.
innovation  talent 
november 2013 by JordanFurlong
S.F. Start-up Tackles 'Outdated' Legal Recruiting Industry
For attorneys over a certain age, the occasional call from a headhunter is as much a part of law firm life as the billable hour.

And both may be going the way of rotary telephones and the VCR.

San Francisco-based LegalReach, a professional networking platform for attorneys and clients, released a service this week to introduce legal recruiters to candidates in a manner more suited to the 21st century.

When a recruiter posts a job on LegalReach Talent, a message is sent to attorneys in the system who match the description. Those attorneys then decide whether or not they are interested in an introduction.
recruiters  innovation  talent 
august 2013 by JordanFurlong
Time for The Am Law 200 to Embrace Testing for Talent?
For all its limitations, the prevalence of the Myers-Briggs in Big Law is a step forward, she says. Lawyers have to get comfortable with the idea of personality and predictive tests before they’ll embrace—or even use—them. And the relatively painless Myers-Briggs exercise with one “leadership” consultant or another may provide that comfort. But it’s a hard slog. The combination of lawyer skepticism and low resilience gets in the way, the latter especially. “For lawyers who take the assessment and don’t like the low resilience score, for example, they may react in one of two ways: Either disregard the results or have a hard time bouncing back,” she says. “If you don’t believe in it or don’t have enough self-awareness to reflect on what the test results are saying, then you won’t use the test again.”
august 2013 by JordanFurlong
Talent Assessment at Law Firms « Above the Law: A Legal Web Site – News, Commentary, and Opinions on Law Firms, Lawyers, Law Schools, Law Suits, Judges and Courts + Career Resources
Companies like Google, Microsoft, and Facebook have hired thousands of employees over the last decade by relying on brain teasers such as “Why are manhole covers round?” and “How would you weigh your head?” One psychology professor concluded last year that this sort of “puzzle interview is being used with greater frequency by employers in a variety of industries.” Earlier this week, however, a top Human Resources executive at Google reported that his company had scrapped the practice, offering the following admission: “brainteasers are a complete waste of time.” Google realized that its tests failed to identify the traits that correlate with success. For instance, Google now seeks managers who are “consistent and fair” even if they aren’t good at estimating how many golf balls can fit inside a school bus.
talent  robolawyer  schools 
july 2013 by JordanFurlong
Skills shortage looms as young talent turns back on profession | Lawyers Weekly
“It probably says a lot about how far we’ve come as a profession that we’re much more mindful of [the problems of depression and attrition now],” said Steven Casper (pictured), the head of the corporate group in DLA Piper’s Melbourne office and also the former head of the firm’s graduate recruitment program. “I think we just need to be mindful of so many different issues as an employer ... it is about making sure we create an environment for our young people to be able to excel [and] to feel satisfied in terms of the work that they’re doing.”
talent  laterals 
july 2013 by JordanFurlong
BigLaw firms offering buyouts to secretaries who face 'unforgiving job market' - ABA Journal
Rather than laying off secretaries, several large firms have recently offered buyouts, the story says. About 30 secretaries took buyouts from Blank Rome when it changed its administrative model this winter, creating teams to work with practice groups. Prior reports said the firm was trying to create a 4-1 ratio of lawyers to secretaries. Above the Law has also covered buyouts, including Crowell & Moring’s offer last month of six months’ pay, taken by 29 secretaries.
talent  secretaries 
june 2013 by JordanFurlong
Why Legal Secretaries Can't Find Jobs -
Mr. Bryant has tried to burnish his résumé, obtaining a college degree and a paralegal certificate from Hunter College in New York. Despite roughly 20 job interviews, and a slew of job applications, he has landed only lower-paying work as a temp. He and his wife were leaning on credit cards until her work as an architect picked up in recent years.
talent  secretaries 
june 2013 by JordanFurlong
‘Crowd labour’ coming soon to an employer near you - The Globe and Mail
But in future, “crowd labour” could be the key to employment.

Belinda Johnson, owner of WorkLab, an employment research organization and consultancy, says there will always be a recruitment industry but how it functions will be turned on its head, as the way that people search for jobs, and employers hunt for talent, changes.
laterals  talent 
may 2013 by JordanFurlong
Why Big Law needs to hire odd ducks - Fortune Management
ambition, adjustment, sociability, prudence, interpersonal sensitivity, inquisitiveness, and learning approach
talent  laterals 
may 2013 by JordanFurlong
Simply the second best | New Law Journal
If, on the other hand, a firm accepts the idea that it should, alongside its best graduates, recruit less qualified people to do the simpler, more commoditised work, then this is likely to have some profound consequences for the firm. Perhaps the biggest will be the impact on a firm’s culture where recruiting the best and the brightest they possibly can will have been part of most firms’ DNA for ever. Accepting that the firm should actively recruit less able lawyers (who are not paralegals) will provide a management challenge which may prove to be beyond some. Law firms have never enjoyed the best of reputations for managing the careers of their existing categories of associates, particularly since “up or out” ceased to be a viable model for most. With an additional “class” of lawyer to manage, strategic decisions will be required, among others, over the physical location of these lawyers, their career structure and paths, and how they are best integrated operationally with the rest of the firm.

The temptation of many may be to put all this into the too difficult box. But the pace of change in the legal services market combined with the continuing pressure on fees means that doing nothing will not,
talent  commoditization  outsourcing 
april 2013 by JordanFurlong
Keystone Law to launch temp service for US firms - Legalweek
Keystone Law is moving into the temp lawyer market with a new service that will offer partner-level support to the City arms of US law firms.
The new Law Firm Support service will enable firms to instruct Keystone's 120 lawyers to work on specific transactions and longer-term projects. 
This includes a guarantee from Keystone that no further instructions will be accepted by lawyers working for the client during the course of the temp assignment.
It will primarily be aimed at the London offices of US firms, which may be under-resourced in some practice areas. 
innovation  talent  laterals 
march 2013 by JordanFurlong
Lawyer formed Freelancers Union after law firm refused to classify her as an employee - ABA Journal
Horowitz was shocked to learn the firm was hiring her as an independent contractor rather than an employee, the New York Times reports. That meant she would not be covered by health insurance, could not participate in the pension plan and would not be paid for time off.
march 2013 by JordanFurlong
Good Enough for the NFL
Talent is what economists call both “excludable” and “rivalrous,” meaning that if I hire you Suzie can’t hire you at the same time. (Knowledge is the classic non-rivalrous and non-excludable good; everyone can know the same thing at the same time without its impairing anyone else’s knowledge of that same thing, and without shutting off anyone else’s access to it.)
march 2013 by JordanFurlong
Value Added: Home is right where Potomac Law Group wants its workers to be - The Washington Post
His stable of lawyers, more than half of whom are stay-at-home moms, breaks down into two categories.

First is the 35-year-old who is seven or eight years out of law school, has children and wants a more balanced life without working 60 hours a week.

The second group is 55-year-olds who have been partners in big firms and made some money but who don’t want to spend the next 20 years in the office or recruiting clients. Or they might be high-level corporate counsels who have taken a buyout but don’t want to live out their life on the golf course or on a yoga mat.

Lieber handles all the administrative tasks and the drumming up of business. His lawyers have only one worry: satisfying the client, whether it is writing an airtight employment contract, cracking a tax problem or making sure a company complies with labor law.
innovation  talent 
march 2013 by JordanFurlong
Connecting the Dots: Carrying Costs, Outsourcing, Contract Lawyers and Working from Home
It’s simple economics. Savvy law firm leaders long ago recognized the wisdom of outsourcing non-core back office functions. The progressive leaders have begun to embrace the use of work-from-home lawyers, contract lawyers and outsourcing firms to provide “instantly hot” services with lower carrying costs, and found that this approach can provide access to greater experience and more productive lawyers too. Whether or not you embrace a work-from-home policy that reduces your overhead while increasing productivity, or establish a network of contract lawyers to serve on a moment’s notice, or contract with an outsourcing provider to fill specific needs on an ongoing basis, is a decision only you can make and only after reasoned analysis. You can cling to the notion that quality only results from the Ivy League-to-Biglaw-partner-track staffing model, and you can cling to the notion that 20 open checkout lanes at 3 AM is a wise allocation of resources, or you can apply some established business analytics to your own enterprise and make informed decisions. The choice is yours… until your clients make the choice for you.
talent  outsourcing 
march 2013 by JordanFurlong
Why Lateral Hiring Is So Inefficient
Why Lateral Hiring Is So Inefficient
At the same time they're wooing expensive lateral talent, many firms are also shedding dozens of lawyers at home every year—their associates. More careful training and management of associates and junior partners would likely help firms avoid the need for so many lateral recruits in the first place.
laterals  partners  talent 
february 2013 by JordanFurlong
Pinsent Masons to launch freelance lawyer service | Managing Partner
Vario' follows similar schemes by BLP and Eversheds  

International law firm Pinsent Masons has become the latest firm to launch a freelance lawyer service.

Launching this spring, the firm’s new business, dubbed ‘Vario’, will provide clients with freelance legal services.

Pinsents’ ‘Vario’ follows a similar approach to Berwin Leighton Paisner’s ‘Lawyers on Demand’ (launched in 2009) and Eversheds’ ‘Agile’ (piloted in 2011).

Vario is intended to be a hub of freelance legal professionals available to undertake a wide variety of client assignments, from fixed-term projects to maternity cover.

It will comprise lawyers from paralegal to partner level, enabling clients to scale up or down resources in line with demand.
innovation  laterals  talent 
february 2013 by JordanFurlong
Inside & Outside Counsel Playing “Chicken” re: Young Talent - RainmakerVT | RainmakerVT
Second, the supply of desirable candidates at this level is very limited. Companies have stopped subsidizing the training of junior BigLaw associates. Law firms have no economic need or moral obligation to hire entry- or junior-level attorneys in vast numbers. Law schools are not yet willing to step into the breach and subsidize apprenticeships, which would be very costly. So, corporate associates with ‘BigLaw’ pedigree are in short supply.”
talent  laterals  schools  admission 
may 2012 by JordanFurlong
Alexandra Levit's Water Cooler Wisdom: Why Hiring a Superstar Won't Improve Your Business
So I was surprised when I got sucked into a recent Harvard Business School article by Carmen Noble detailing Red Sox general manager Theo Epstein’s two-year campaign to acquire star performers with extraordinary multimillion-dollar, multiyear contracts.
talent  partners 
april 2012 by JordanFurlong
“The Best & The Brightest”
The always-insightful Prof. Bill Henderson (Indiana/Maurer law school, and himself a University of Chicago law grad) hypothesizes that despite-or because-it’s far harder for graduates of non-elite schools to get in the door of BigLaw to begin with, they don’t take the opportunity for granted, and are far more willing to put nose to the grindstone and strive, no matter the personal cost. Indeed, they may not even perceive it as having “a personal cost;” they consider themselves lucky to be where they are and will be d***’d if they’ll let it slip through their fingers.
schools  laterals  talent 
march 2012 by JordanFurlong
Better Predictors of Effective Lawyering
or example, higher academic grades and test scores appeared predictive of lower competence in networking and business development. The most highly predictive segments of the new test battery can be completed online in less than an hour.
schools  admission  laterals  talent 
march 2012 by JordanFurlong
Make or Buy in the Age of the Free-Agent Lawyer - ABA Journal
Thankfully, the New Normal is putting a new face on the contract attorney.

Here are the key developments:


The supply of really well credentialed and experienced attorneys who are available for adjunct work is staggeringly large. That presents a huge opportunity for law departments to “make more” in-house.

Recruiting firms and quasi-law firms are elegantly packaging this experience as an alternative to traditional law firm use, avoiding terms with poisonous connotations like contract attorney and temporary attorney.

Technology developments permit more robust and secure collaboration among a department’s core team of lawyers and its adjunct lawyers.
contract  talent  laterals  clients 
october 2011 by JordanFurlong
Alternative law firms: Bargain briefs | The Economist
From the start, Clearspire offers cost estimates for each phase of a legal job. Employees who underestimate how long it will take cannot simply jack up the bill—they must take the hit themselves. But if a lawyer finishes his work faster than promised, he gets a third of the savings. The client also gets a third, as does Clearspire. This gives everyone a stake in making the process more efficient and predictable.
innovation  talent  competition  pricing 
august 2011 by JordanFurlong
When good people leave « The Intelligent Challenge
By comparison I also found some parts of the business where attrition was so low, that itself was a problem. Typified by a number of long term employees (“lifers”), this team lacked new blood and the ideas and enthusiasm that new joiners can bring. Characterised by a resistance to change and the management challenges that come with that attitude, while it wasn’t the subject of my investigation, it was clear that this was actually a larger problem for the organisation than managing attrition in the other part of the business.
july 2011 by JordanFurlong
Uncertainty and Stigma Plague Growing Legions of Contract Lawyers - News - ABA Journal
I’m a contract lawyer at an Amlaw 100 firm, and I do the exact same work as do “regular” associates—draft pleadings, take deps, and even examine a trial witness every once in a while. I’m a 6th year associate, I get paid 40% less than the 1st year in the office next to me—- but the firm bills me out at “regular” rates. Upward to $380 an hour. Moreover, my pay is directly dependent on the hours I bill. No work, no pay.
contract  talent  laterals 
june 2011 by JordanFurlong
Outsourcing Firms Are Creating U.S. Jobs for Lawyers -
angea3, which was bought by Thomson Reuters in November, has just opened a 400-seat office in Carrollton, Tex., a Dallas suburb. The new office means Pangea3 will have lawyers working during United States business hours, on tasks that, because of logistics or American law, can be difficult to perform outside the country — like writing and vetting export control documents, military contracts and some patent reviews.
competition  talent  outsourcing 
june 2011 by JordanFurlong
Behavioral Interviewing Gains Momentum in Law Firm Hiring
The firm has been working with its core interviewers to get them more comfortable with behavioral interviewing. The concept isn't rocket science, he said. It's just about digging deeper into a person's resume to see if examples can be found of how he or she exhibits the characteristics of an attorney the firm is looking for. Do they have the ability to deal with adversity and can they handle the repercussions when they make mistakes? Were they put into situations that were unexpected?
talent  laterals 
august 2010 by JordanFurlong
The New Squeeze: Firms Push Back on Recruiter Fees
Still, the evidence of a burgeoning trend is there. Kirkland & Ellis recently informed recruiters that it would be paying only a 20 percent commission fee for all associate placements outside of New York, according to three sources familiar with the matter. Firm officials declined to comment on the fee cut. Duane Morris has told recruiters in Chicago that it would prefer to pay a 20 percent fee for some associate hires, though a source familiar with the matter says the firm has not adopted a bright line rule. Morrison Cohen, an 80-lawyer firm based in Manhattan, has negotiated a 15 percent fee with some of its preferred recruiters, according to two sources familiar with the matter. David Scherl, the firm's chair and managing partner, says recruiters actually pitched him the lower fee with the understanding that the law firm could have had its pick of job-seeking associates without the help of any recruiter. The 15 percent fee was a way to preserve the firm's relationship with the recru
laterals  talent 
may 2010 by JordanFurlong

Copy this bookmark: