Firms that are able to persuade clients to accept a healthier law
firm staffing model are much more likely to remain competitive.
It's a classic win - win and will continue to impact law
firm staffing models.
Not exact matches
This
model allows more independence with regard to decisions on office location,
staffing and managing day - to - day operations, but still draws on the
firm's administrative support services such as human resources, compliance, payroll and technology.
The questions will cover your
firm goals, strategy, systems, marketing, client service
model, finances, and people and
staffing.
Agile Legal provides the legal
staffing support and expertise of a big
firm environment, all on a variable cost
model.
The
model will no doubt need polishing, but the diamond may come to better represent the structure of law
firm staffing than the pyramid, suggests Gina Passarella, a reporter for The Legal Intelligencer in Philadelphia, in her piece, Diamonds May Be a Law Firm's Best Friend in Economic Downt
firm staffing than the pyramid, suggests Gina Passarella, a reporter for The Legal Intelligencer in Philadelphia, in her piece, Diamonds May Be a Law
Firm's Best Friend in Economic Downt
Firm's Best Friend in Economic Downturn.
He also helped establish a dedicated service delivery team that works to assess clients» needs and creates
staffing models using
firm lawyers, in - house counsel, and third - party providers.
Once a law
firm has reaped the benefits to its operating margin that contract
staffing can provide, it may prove hard to return to a traditionally staffed leverage
model, especially once technology acts to further enhance the cost efficiencies inherent in the legal contracting market.
During tomorrow's discussion on Twitter, we plan to discuss a number of topics, including the future of the law
firm model, future
staffing and compensation trends, the future of the billable hour, how social media will evolve within the legal profession, and many others.
Due to the
firm's size and
staffing model, Andy has amassed substantive and diverse experience in just over a year of practice.
UK
firms seem to take alternative
staffing and alternative delivery
models far more seriously than do US
firms.
Increasingly, clients are turning to alternative legal services providers and alternative
staffing models to augment their own in - house legal teams and expect their law
firms to do the same.
In their 2014 Real Rate Report study (author note: I was a contributing author to this report), they noted that when
firms grow beyond 500 attorneys,
staffing models shift to matters staffed with more associates than paralegals, leading to increased per matter costs.
Benchmarking of similar matters helps
firms understand their competitive position with regard to billing norms, fees, rates, matter durations, and
staffing models, which empowers them to develop fee arrangements and AFAs that are competitive, sustainable, and profitable
Law
firms in particular have changed up
staffing models in the last few years.
In «Alternative Sourcing as a Means to an Agile End,» Ms. Bradick surveys the economic realities of modern law
firms and outlines the case for contingent
staffing models.
According to Ms. Bradick: The simplest, leanest, most cost - effective manner of
staffing your
firm is adopting a contingent
staffing model.
We are also collecting variables through other sources, to measure the impact of law
firm initiatives (e.g., legal project management) and attributes (e.g.,
staffing models and leverage).
Over the last decade, solos and law
firms have steadily increased their use of an agile
staffing model, while seasoned lawyers have been seeking alternatives to the traditional way of practicing law.
In other words, successful law
firms of the 21st Century will be those who re-jig their
staffing models to ensure that work is done by the lowest cost, yet appropriately skilled, provider — or the work is done by technology.
Under these circumstances, it would seem that more
firms would be actively embracing the need to change their basic operating
models — to design and implement new approaches to
staffing and legal work processes, to explore new opportunities for collaboration with other service providers, and to adopt and market innovative strategies for the pricing of their services.
In addition to its many diversity initiatives it is also seeking to hire senior minority lawyers who will serve as role
models to look up to and emulate and enhance the
firm's ability to provide diverse
staffing at an experienced level on client projects.
The data — some $ 18 billion in legal invoices — suggests the largest law
firms have modified
staffing models and reassigned IP litigation work to more junior partners in an effort at cost control.
Specifically, Georgetown finds that «Over the last few years, there has been mounting evidence that law
firms that proactively address the needs of their clients — e.g., by implementing alternative
staffing strategies, pursuing flexible pricing
models, adopting work process changes, making better use of innovative technologies, and the like — can achieve significant success.»