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Learn from legal expert, Harrison Barnes
Don’t just take it from us
By Sarah Garvey, BCG Attorney Search Diversity Director
If law firms intend to maintain the primacy of the billable hour, they may want to again consider the example set by Deloitte. Like law firms, accounting firms are driven by the billable hour, but Deloitte’s model features one important difference: it employs utilization rate as a key metric, which measures employees according to the number of hours they have worked as a percentage of the total hours that they are expected to put in. This means that, rather than looking to a numeric figure that represents total hours only, firms can measure the proportion of time spent each day, month, or year, on average, on billable and other valuable activities. This utilization model allows a firm to determine which important (but non-billable) activities—like vacation time—should be removed from the equation (i.e. the denominator of hours that employees are expected to work) or otherwise be counted as equivalent to billable hours. The ability to subtract from the denominator enables the firm to recognize important contributions that otherwise would be seen as ‘taking away’ from billable hours. Given that women work longer hours but have fewer billable hours than men, a switch to utilization rather than total hours could prove positive.
The billable hour is commonly understood as an equal, neutral standard, which does not differentiate between men and women lawyers based on their gender. High billable hour targets, formal and informal, are thus understood as constituting the same bar for everyone wishing to make partner, often explained by external client demands and increased competition by other large law firms for entity clients. Even under this account, as noted earlier, billable hour practices will generally result in favoritism for white men as a matter of internal firm dynamics and business development, absent a systematic and critical audit of the influence of homophily and implicit bias on the day-to-day work of the firm.
The billable hour is certainly a useful tool by which BigLaw can monitor the input of its lawyers. But it ought not dominate large law firms’ thinking about its lawyers’ value, worth, and loyalty to clients, given its gendered frame and disproportionate impact on the career trajectory of women and minority lawyers. Bias awareness suggests the development of additional assessment tools alongside the billable hour that can more accurately measure the input and output of BigLaw lawyers, such as the quality and timeliness of work product, responsiveness, effective communications with law firm’s team members and the client, and client satisfaction.