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Summary: Preparing for disaster is part of representing clients well.
Summary: How can law firm managing partners improve the profitability of their firms?
Summary: What steps can you take to ensure your firm’s reputation is as strong as possible on the internet, where anyone can leave damaging comments or remarks in a public forum?
Summary: What sorts of measures can firms take to prevent cybersecurity breaches? By implementing simple, but careful security measures, a firm can save itself the massive headache of a cybersecurity breach, one that may cause permanent damage to a firm’s reputation.
Summary: Check out these ten tips for implementing effective marketing strategies in your firm’s business model.
Summary: The following tips will help you improve your law firm’s profits by changing the way those in charge think about traditional business practices.
Summary: Check out the following tools to attract more clients to your practice.
Summary: What two key aspects of law firm marketing are most firms ignoring?
Summary: Check out this list of the top 20 articles in 2015 for law firms on LawCrossing.
Summary: With the changing face of the legal realm, it can be difficult to figure out what steps need to be taken for law firm succession planning.
Summary: Law firms and other legal employers who allow employees to utilize flexible schedules and telecommuting often enjoy more productivity and less turnover.
Summary: Your law firm likely has set policies regarding leave, compensation, and more. Protect your firm and its members by implementing a drug and alcohol policy.
Summary: Need guidance in conducting associate performance reviews? Learn more about various aspects of conducting these reviews by following these tips.
Summary: Learn about models of law firm leadership that encourage innovation and how to embrace creativity in your law firm.
Law firms that take a short-term view on talent during an economic downturn will find themselves paying the price. Rather than a cutting-back period, the breather afforded by a slowdown in work is a good time to redouble efforts on a review of the firm’s recruiting policies and practices, and its approach to professional development.
Although, for some, it seems a long way off, most of us recall the booming legal market in late 2007/early 2008 as a time when associates and partners could move from firm to firm with relative ease, and were able to negotiate salaries, bonuses and start dates with much more flexibility than in recent years. This was certainly a "buyers' market," which strongly favored attorneys over law firms and which required firms to act and often negotiate quickly in order to secure the best and brightest attorneys.
There are as many variations of partner compensation plans as there are law firms. Most are well intended and targeted at rewarding those efforts that the firm values, or thinks it should value, most.
While there is a general degree of consistency in the entry-level hiring process for law firms, which you likely experienced during the annual on-campus interview process at your law school, the interview process for lateral hires has continued to change over the past two decades, and has generally become less standard as time goes by due to firms experimenting with a variety of interview procedures, evaluations, and techniques designed (presumably) to ensure the best hiring and retention processes to build their business.
Eliminate Lock-Step Model and Reward Performance, Not Time Served Beginning at the end of 1999, law firms began accelerating the rate at which they increased associate compensation. This trend literally moved at “Internet speed:” within three months, associates nationwide were deemed to be worth substantially more than they had been when hired, sometimes only a few months earlier.
When considering and, specifically, the nature of marketing legal services in the future, the best guide is empirical data of two kinds: (1) law-specific data combined with (2) information from the mature unregulated service professions.