Sentences with phrase «firm staffing models»

It's a classic win - win and will continue to impact law firm staffing models.

Firms that are able to persuade clients to accept a healthier law firm staffing model are much more likely to remain competitive.

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 Downtfirm 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 DowntFirm'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.»