Smolik: Before we could implement an effective process to evaluate and
manage law firm performance it was critical to reduce the number of relationships to a manageable level.
Not exact matches
September 15, 2005 - The
Law Firm HR Roundtable, San Francisco, CA, «
Managing and Measuring the
Performance and Productivity of Support Staff»
As the result of the recent changing economic environment and increasingly competitive markets in which most
law firms practice,
Managing Partners and members of Management and Compensation Committees in the more successful law firms have identified and re-defined those objective and subjective criteria that have been especially designed to motivate partners to attract new clients, proliferate work from existing clients, perform those fee producing and non-fee producing activities that are necessary to retain existing clients and recognize those partners who have been given responsibility for managing the performance of clients and client work that other members of the firm have ori
Managing Partners and members of Management and Compensation Committees in the more successful
law firms have identified and re-defined those objective and subjective criteria that have been especially designed to motivate partners to attract new clients, proliferate work from existing clients, perform those fee producing and non-fee producing activities that are necessary to retain existing clients and recognize those partners who have been given responsibility for
managing the performance of clients and client work that other members of the firm have ori
managing the
performance of clients and client work that other members of the
firm have originated.
At Reed Smith, Sweet counseled
law firm partners on client needs, monitoring and analyzing
performance, project
managing tasks, resources, and risks, aggressively pricing and pitching engagements, and supporting process improvement.
According to the Citi Private Bank
Law Watch Annual Review of Law Firm Performance, «managing our practices better» was one of the primary areas identified by managing partners as essential to success in the tough economic climate for law fir
Law Watch Annual Review of
Law Firm Performance, «managing our practices better» was one of the primary areas identified by managing partners as essential to success in the tough economic climate for law fir
Law Firm Performance, «
managing our practices better» was one of the primary areas identified by
managing partners as essential to success in the tough economic climate for
law fir
law firms.
From understanding profitability drivers across matters, clients, departments and locations, to modernising working capital procedures,
managing costs and
performance - related pay, overseeing new pricing regimes and minimising risk — those joining finance in
law provide the expertise needed to deliver
firms with sustained growth.
As a legal department matures, it should use a blend of passive, active, and collaborative measures to
manage law firm and vendor
performance.
I have a support team that helps me
manage it but at the end of the day I sign the engagement letter and attend those
performance reviews and insist on seeing the most senior people at the
law firm.
In addition, many
law firms still
manage and evaluate employees using yearly
performance reviews, but
law firm associates and employees I have spoken with frequently tell me that they aren't even sure what will be covered in the
performance review.
Additional practices include: outsourcing document review, using contract lawyers, implementing practices for
managing outside counsel
performance, implementing a commitment to diversity that extends to external
law firms, and sending work to legal process outsourcers.
Director of Human Resources / HR Consultant — Professional Duties & Responsibilities Oversee the planning, direction, and management of all HR - related activities including staff recruiting, candidate tracking, personnel screening and testing, and hiring processes in accordance with Affirmative Action and Equal Opportunity Employment regulations Support senior management to develop and maintain personnel policy and ensure compliance with all standards, authoring and implementing new policies and procedures as needed along with creating HR procedure manual Serve as lead analyst for compensation reviews,
performance and pay - scale benchmarking, market studies, and salary structure decisions, also creating organizational / staff planning charts for all departments and all positions Create and deliver
firm - wide staff new - hire orientation, training and development programs, and
performance evaluations utilizing a competency - based appraisal system which leads to focused training and development programs based on common and individual areas of
performance deficiency
Manage all aspects of workers compensation and unemployment claims on behalf of employer, attending hearings and participating actively in all related meetings Hold responsibility for all benefit negotiations, administration, and plan reviews, promoting compliance with and effective execution of IRS / DOL regulations, ERISA, HIPPA, and all audit - related processes Implement and sustain safety programs while performing regular safety - policy trend analyses to identify critical issues, developing corrective action plans to ensure compliance with applicable safety, health, and environmental regulations including OSHA and other applicable
laws Consult with management regarding employee - and labor - related issues to resolve conflicts in a professional manner, conducting grievance hearings and negotiation agreements with worker representatives within the provisions of any applicable contract Provide relevant guidance and administration to the development of human resources site on
firm intranet, housing online - employment forms, manager resources, job postings, and HR - related forms and documents Develop valuable staff relationships to improve workplace morale as well as maintain positive business relationships with all related brokers and vendors