denotes premium content | Oct 16 2008 Managing Partner archive
Volume 3 Issue 8
Features
Flexible and Part-Time Working
Peter Cooke, managing partner of Theodore Goddard argues that all firms have much to gain by ensuring that they attempt to lure back the increasing number of trained lawyers who have left private practice and indeed the profession, and furthermore, that the techniques applied by the successful flexible worker can contribute to best practise elsewhere.
Getting Serious About Keeping Your Best People
Osborne Clarke OWA has recently been identified in a Commercial Lawyer survey as 'the English law firm with the highest qualified staff retention rate'...so what is their secret? Chris Bull, chief executive, and Sue Wiles, head of Human Resources, provide an insight into the strategy Osborne Clarke uses to retain its people and emphasise the perils of making assumptions about retention.
No cause to fear the unknown
At some stage, most law firms will face the 'existing client vs. new client' conundrum, but do these same firms recognise the true value of the clients they already have, and the cost to the firm of losing that client? Leslie Lintott, managing partner at Penningtons, warns of the dangers and consequences of assuming the quality of your service provision without first consulting with the experts...your clients.
The Professionals - Recruitment and Retention in the Law
The fight is on for legal talent. However, the battles are not being won by law firms that are following the traditional techniques, but by those that are choosing the path of corporate recruitment. Sarah David, associate director of TMP QD Legal, discusses the very real threats to law firms wishing to expand their practices by hiring new legal talent. No longer is it a question of which law firm can provide the most fulfiling and lucrative opportunities...but which industry.
