The Talent Management Toolkit for Law Firms

The Talent Management Toolkit for Law Firms is packed with practical advice and guidance designed to help firms to recruit, retain, and develop the very best legal talent for the 21st century.

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Details

  • Publication date: August, 2016
  • Pages: 205
  • ISBN: 978-1-78358-250-1

Description

With contributions from a wide variety of thought leaders from the legal and business consulting industries, this comprehensive handbook discusses the core skills and outlook lawyers need today, and delves into key talent management issues for law firms, such as diversity and inclusion, engagement, workplace culture, remuneration and reward, and approaches to learning and development. Also included are practitioner perspectives, case studies from leading law firms, and useful tools, templates, and self-assessment questionnaires.

Key features:

  • Multiple expert contributors share diverse perspectives/approaches to recruiting, retaining, and managing talent
  • Insight into key issues e.g. diversity and inclusion, engagement, workplace culture, remuneration and reward, and approaches to learning and development
  • Contains practical tools, templates, and self-assessment questionnaires
  • Case studies from leading law firms share their approach to fostering personal and professional development.



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Contents

Part 1: Talent management in the 21st century



Chapter 1: Legal revolution – The “future normal” and the changing

nature of work

Chapter 2: Essential skills for the changing legal market

Chapter 3: Encouraging “innovation thinking” in law firms

Chapter 4: Aligning talent management with firm strategy

 

Part 2: Engagement and Culture

Chapter 5: Millennial engagement and workplace culture

Chapter 6: Getting inclusive about inclusion – A talent management

strategy

Chapter 7: Developing a cross-serving culture – Overcoming barriers to

success



Chapter 8: Optimization and leadership

 

Part 3: Performance and Reward



Chapter 9: Measuring and managing the performance of your people

Chapter 10: Identifying and defi ning criteria for determining partner

compensation

Chapter 11: Origination credit – Getting credit where credit is due

Chapter 12: Rewarding people better without paying them more

Chapter 13: Managing underperformance

 

Authors

Jill King
Business writer and commentator. Jill can be reached via email or at her website.
Duncan Hart
Duncan Hart practiced as a barrister and solicitor for over 20 years before becoming the regional managing director of one of Australasia’s largest firms with over 2,000 employees. He became a full-time consultant in 2002. His various consultancies have taken him from Silicon Valley to Shanghai, and his clients include not only law firms, but a wide cross-section of industry groups, including manufacturing, health, education, and IT. Duncan’s first book, The Strategic Law Firm (Ark Group, 2010), argued the case for a more strategic approach to law firm management, and in particular the adoption of the types of strategic planning tools and methodologies that he had seen in operation in many of his clients’ industry sectors. More recently, his background in intellectual property has led him to explore more closely the role of disruptive technologies and business models in various sectors, including law, patent attorney, and other professions. Many of his recent assignments involve the so-called “start-up” sector, and larger more mature industries where clients are seeking to develop innovation-based strategies in fields as diverse as bio-tech and logistics. In all his assignments, Duncan draws from a rich palette of industry and professional experience, and he is committed to the belief that law firms, like any other business, have much to learn from other sectors, particularly in the area of innovation-based strategy. In short, they should be encouraged to experiment to find new, and hopefully better, solutions for both the firm and their clients. Duncan can be contacted via email at www.duncanhartconsulting.com.
Rebecca Normand-Hochman
Partner at Venturis Consulting Group
Emerson Csorba
Gen Y Inc.
Lisa B. Horowitz
Founder and principal advisor, Attorney Talent Strategy Group, LLC
Peter Scott
Founder, Peter Scott Consulting
Nick Jarrett-Kerr
Nick Jarrett-Kerr is a specialist advisor to law firms and professional services firms worldwide on issues of strategy, governance and leadership development. Nick is a member of Edge International, a leading global consultancy to law firms, and in the last twelve years has established himself as one of the leading UK and international advisors. Prior to becoming a consultant, Nick was the Chief Executive Partner of Bevan Ashford, a leading regional firm in Great Britain, for eight years. Nick is the author of two published books on partner underperformance and law firm strategy, and is currently Visiting Professor at Nottingham Trent University where he leads the strategy modules for the Nottingham Law School MBA.
Dr Bob Murray
Founder and principals of Fortinberry Murray
Dr Alicia Fortinberry
Founder and principals of Fortinberry Murray
Joel A Rose
Joel A. Rose is a Certified Management Consultant and president of Joel A. Rose & Associates, Inc., management consultants to the legal profession. The firm, national in scope, is headquartered in Cherry Hill, New Jersey. Joel received a B.S. from New York University and an M.B.A. from the Wharton Graduate School of Business, University of Pennsylvania. He has extensive experience consulting with private law firms and government agencies. Joel performs and directs consulting assignments in law xiv About the authors firm management and organization, strategic and financial planning, lawyer compensation, the feasibility of mergers and acquisitions and marketing of legal services. He has extensive experience planning and conducting retreats and special expertise resolving problems among and between lawyers. Joel’s articles on law office management and economics appear in the Philadelphia Legal Intelligencer, the Pennsylvania Law Weekly, the New Jersey Law Journal, the New York Law Journal, publications of the Association of Legal Administrators, and other state and local bar association journals. Joel wrote the chapter, “Identifying and Defining Criteria for Determining Partner Compensation”, in the publication, Compensation Design for Law Firms, and the chapter, “Components of a Well Conceived Partner Compensation System”, in the book Compensation Re-design for Law Firms, both published by The Ark as US pub Group. Joel is on the Board of Editors of Accounting and Financial Planning for Law Firms and Law Firm Partnership and Benefits Report. Joel is a member of the Law Practice Committee of the American Bar Association.
Marianne Trost
The Women Lawyers Coach
Norman Letalik
Managing director, Professional Excellence at Borden Ladner Gervais (BLG).
Mike Mister
Partner in Moller PSF Group, and Rob Lees, consultant to PSF leaders worldwide
Bradley E. Berg
Partner and practice group coordinator of the litigation group at the Toronto office of Blake, Cassels & Graydon LLP
Rachel Brushfield
Founder of EnergiseLegal and Energise – The Talent Liberation Company
V. Mary Abraham
Founder of Broadli Inc.
David H. Freeman
Chief Executive Officer of David Freeman Consulting Group

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