Editor’s foreword

I recently had the pleasure in attending the post-conference networking dinner at Ark Group’s ‘People Management for Law Firms’ conference. Not only was it a fine opportunity to sample the menu at the new Gary Rhodes brasserie in London’s impressively refurbished Cumberland Hotel, but I was able to get the low down on the events of the day and the current concerns regarding people management in law firms.

One of the most pressing issues of the moment appears to be career-development strategies. The traditional aspiration of climbing the solicitor ladder to make the ultimate goal of partnership has, for some lawyers, disappeared. Some attribute the new thinking to generational differences, arguing that the younger generation values the work/life balance too highly to want to ‘sacrifice’ their lives to become law-firm partners. In contrast, the older generation, or so-called baby boomers, are seen as highly competitive and driven by money, characteristics that make them better suited to the rigours of the partnership ladder. Of course, this is generalising, but there now seems to be a situation where young lawyers are openly admitting that partnership does not interest them. For law firms that are keen to retain talent, this requires a change in thinking to meet the needs of those that require a distinct and interesting career-development path that goes beyond the obvious lure of partnership.

For some firms, this may not seem a critical issue. But as legislation also moves to support flexible working initiatives, firms will increasingly need to adapt to the changing requirements of employees. For Herbert Smith, failure to adhere to new regulations led to an employment tribunal finding the firm guilty of sex discrimination, victimisation, unfair dismissal and breaches of regulations on part-time workers. And Herbert Smith is not alone in treading dangerous waters; as Kieran Flatt argues in this month’s cover story, many UK law firms could be at risk of falling into the same trouble.

But, while effective career development for lawyers remains a priority for law-firm management, the networking dinner also raised another issue: the burgeoning numbers of support staff. Managing Partner has often published articles praising the role of support staff in helping to turn law firms into modern businesses. And there are some figures in marketing, HR, IT and finance that have proved invaluable to developments in the legal profession as a whole. But a couple of fellow diners were concerned that the increasing numbers of support staff could diminish cost savings in other areas. For instance, the firm recently made a significant investment in IT that was aimed at improving internal efficiencies. But at the same time, implementation and maintenance has necessitated a fourfold staff increase in the IT department. For firms trying to measure and monitor the value of their investments, it is an example that demonstrates the obvious difficulties. But it is another area that also shows just how far firms need to adapt to a changing environment, where management decisions are more complex than ever and where the only certainty is that firms cannot afford to go backwards.

Caroline Poynton
Editor

Features

Freedom for flexibility? Free
Flexible working has become a critical issue for firms, as legislation supports employee applications for part-time or home working. Many firms will fear the changes, but it may not all be bad news for those willing to make the most of the opportunities.

Case study: Integrated learning Free
The problem with training and development is that it can too often appear a distant, disconnected function of the firm. Integrating critical support groups, however, could make all the difference. By Tony Wright.

Case study: Recruitment turnaround Free
It may seem sensible to implement streamlined recruitment processes in law firms, but success will be limited if the market has inadequate or misleading preconceptions about what the firm is really like. By Andy Keith.

Case study: Putting people first Free
Law firms are facing huge pressures to overhaul their professional traditions to become modern competitive businesses. But success will largely come down to understanding and better managing people. By Annabelle Lawrence.

Masterclass: A guide to boosting the top line Free
In recent years, significant emphasis has been given to improving the bottom line, through cost cutting and/or reducing overheads. But ultimately the only long-term route to profitability is to increase the top line.

Trend tracker: IM under control Free
Organisations are finally acknowledging the growing use of instant messaging within the corporate network and are turning to a new breed of specialists to help manage it. By Gary Eastwood.

Regulars

Opinion: Money can’t buy you love Free
Motivation should be the most important word in the HR lexicon. Understanding it is the key to top performance, the means by which we attract the very best people into our firms and the most effective tool we have for keeping them with us.

Thought leader Free
Caroline Poynton reports on 'Momentum 2005'

Opinion: Retention, brand differentiation and profitability Free
Lose a partner, senior associate and good manager and you’ll obviously see a drop in revenue; not to mention the cost of recruiting replacements and the administrative headache of juggling teams. But have you ever thought about the impact of your firm’s brand on those costs and the difference it could make to your bottom line? Possibly not. By Simon Slater.