Category: Legal Business Development

Law Firm Bonus Strategies: A Guide to Compensating Attorneys

Compensating attorneys effectively is a combination of art and science. A well-structured bonus plan is integral to most law firms’ overall compensation strategy, playing a key role in retaining talent, driving performance, and fostering a collaborative culture. Whether the focus is on individual productivity or firm-wide profitability, bonuses help align attorney performance with the firm’s goals.

This guide provides an overview of various bonus strategies law firms use to compensate attorneys, along with their advantages, disadvantages, and key considerations for selecting the right bonus structure.

Common Bonus Models for Attorneys
1.) Defined Amount Over a Threshold
A set dollar amount per billable hour once an attorney surpasses their annual billable hour target. 
Strengths :

Simple to calculate and highly effective at incentivizing billable work.

 Limitations:

Focuses solely on hours billed, ignoring non-billable contributions such as client development, mentoring, or firm-related activities.
2.) Percentage of Salary Based on Pass/Fail Criteria.  / 
A percentage of the attorney’s salary is awarded if they meet certain predefined criteria, such as achieving a billable hour target.
Strengths :

Offers clarity and predictability, ensuring attorneys know exactly what’s required to earn their bonus.

 Limitations:

Does not account for performance beyond the set criteria, potentially overlooking high performers who exceed expectations.
3.) Percentage of Fees Over a Threshold:
Attorneys receive a percentage of the fees they collect or bill once they surpass a set production level.
Strengths :

Encourages attorneys to exceed production goals and maximizes their potential bonus.

 Limitations:

May cause attorneys to prioritize billing over client service quality, as the focus is heavily on numbers.
4.) Predefined Bonus Pool Split Among Eligible Lawyers
The firm allocates a bonus pool and divides it among attorneys, potentially tiered by seniority.
Strengths :

Encourages team collaboration, as everyone works toward a shared reward.

 Limitations:

High performers may feel undervalued if they receive the same bonus as lower performers.
5.) Profitability Bonus
A percentage of profits above a certain threshold (e.g., 15% of individual profitability over $75,000).
Strengths :

Aligns attorney incentives with firm profitability, encouraging both individual performance and a focus on firm health.

 Limitations:

Can be difficult to administer and track profitability on an individual basis.
6.) Profit-Sharing Pool
Attorneys receive a portion of the firm’s profits on a regular schedule (monthly, quarterly, or annually), often tiered by seniority.
Strengths :

Encourages attorneys to exceed production goals and maximizes their potential bonus.

 Limitations:

May cause attorneys to prioritize billing over client service quality, as the focus is heavily on numbers.
7.) Origination Bonus
Attorneys are rewarded for bringing new business into the firm based on origination credit for clients or cases.
Strengths :

Provides a direct incentive for business development, helping to grow the firm’s client base.

 Limitations:

Attorneys may focus too much on client acquisition and not enough on servicing existing clients or mentoring others.
8.) Evaluation with Points-Based Allocation of Bonuses in Tiers
Attorneys earn points based on both quantitative (economic) and qualitative (firm culture, mentoring, client relations) contributions. Bonuses are then awarded in tiers based on point ranges.
Strengths :

Provides a balanced approach that rewards both financial contributions and softer, qualitative metrics.

 Limitations:

Complex to administer and requires the firm to have clearly defined evaluation criteria and consistency in tracking.

Best Practices for Structuring Attorney Bonuses

When selecting a bonus model, law firm leaders should carefully consider their firm culture, values, and strategic objectives. Here are some best practices for creating a sustainable and motivating bonus system:

  1. Incorporate Both Economic and Qualitative Performance: While revenue generation is critical, a successful bonus plan should also recognize contributions like mentoring, client satisfaction, and leadership.
  2. Tailor Bonuses to Career Stages: Junior associates, senior associates, and partners may need different incentives to stay motivated. Consider tiered bonus systems or increasing potential bonus payouts as attorneys advance.
  3. Incorporate Regular Feedback: Rather than waiting for the annual bonus review, provide regular feedback to help attorneys stay on track and improve throughout the year.
  4. Use Data-Driven Systems: Consider leveraging technology to streamline bonus calculations. Tools like PerformLaw’s Attorney Relationship Management System (ARMS) can help firms objectively track both billable and qualitative contributions, ensuring fairness and transparency in bonus distribution.

Conclusion

Choosing the right bonus structure for your law firm is not a one-size-fits-all solution. It requires thoughtful consideration of firm goals, attorney performance, and the behaviors you want to incentivize. A well-rounded approach to rewarding economic and qualitative contributions is crucial for long-term success. By combining structured salary increases and performance-driven bonuses, law firms can boost morale, improve retention, and ultimately, drive greater firm profitability.

©2024 PerformLaw
For more news on Bonuses for Attorneys, visit the NLR Labor Employment and Law Office Management sections.

“Is SEO Dead?” Why AI Isn’t the End of Law Firm Marketing

With the emergence of Artificial Intelligence (AI) technology, many business owners have feared that marketing as we know it is coming to an end. After all, Google Gemini is routinely surfacing AI-generated responses over organic search results, AI content is abundant, and AI-driven tools are being used more than ever to automate tasks previously performed by human marketers.

But it’s not all doom and gloom over here—there are many ways in which digital marketing, including Search Engine Optimization (SEO) —is alive and well. This is particularly true for the legal industry, where there are many limits to what AI can do in terms of content creation and client acquisition.

Here’s how the world of SEO is being impacted by AI, and what this means for your law firm marketing.

Law Firm Marketing in the Age of AI

The Economist put it best: the development of AI has resulted in a “tsunami of digital innovation”. From ChatGPT’s world-changing AI model to the invention of “smart” coffee machines, AI appears to be everything. And it has certainly shaken up the world of law firm marketing.

Some of these innovations include AI chatbots for client engagement, tools like Lex Machina and Premonition that use predictive analytics to generate better leads, and AI-assisted legal research. Countless more tools and formulas have emerged to help law firms streamline their operations, optimize their marketing campaigns, create content, and even reduce overhead.

So, what’s the impact? 

With AI, law firms have reduced their costs, leveraging automated tools instead of manual efforts. Legal professionals have access to more data to identify (and convert) quality leads. And it’s now easier than ever to create content at volume.

At the same time, though, many people question the quality and accuracy of AI content. Some argue that AI cannot capture the nuance of the human experience or understanding complex (and often emotional) legal issues. Even more, AI-generated images and content often lack a personalized touch.

One area of marketing that’s particularly impacted by this is SEO, as it is largely driven by real human behavior, interactions, and needs.

So, is SEO Dead?

Even though many of the tools and techniques of SEO for lawyers have changed, the impact of SEO is still alive and well. Businesses continue to benefit from SEO strategies, allowing their brands to surface in the search results and attract new customers. In fact, there may even be more opportunities to rank than ever before.

For instance, Google showcases not only organic results but paid search results, Google Map Pack, Images, News, Knowledge Panel, Shopping, and many more pieces of digital real estate. This gives businesses different content formats and keyword opportunities to choose from.

Also, evolution in the SEO landscape is nothing new. There have been countless algorithm changes over the years, often in response to user behavior and new technology. SEO may be different, but it’s not dead.

Why SEO Still Matters for Law Firms

With the SEO industry alive and well, it’s still important for law firms to have a strong organic presence. This is because Google remains the leading medium through which people search for legal services. If you aren’t ranking high in Google, it will be difficult to get found by potential clients.

Here are some of the many ways SEO still matters for law firms, even in the age of AI.

1. Prospective clients still use search engines

Despite the rise of AI-based tools, your potential clients rely heavily on search engines when searching for your services. Whether they’re looking for legal counsel or content related to specific legal issues, search engines remain a primary point of entry.

Now, AI tools can often assist in this search process, but they rarely replace it entirely. SEO ensures your firm is visible when potential clients search for these services.

2. Your competitors are ranking in Search

Conduct a quick Google search of “law firm near me,” and you’ll likely see a few of your competitors in the search results. Whether they’re implementing SEO or not, their presence is a clear indication that you’ll need some organic momentum in order to compete.

Again, potential clients are using Google to search for the types of services you offer, but if they encounter your competitors first, they’re likely to inquire with a different firm. With SEO, you help your law firm stand out in the search results and become the obvious choice for potential clients.

3. AI relies on search engine data

The reality is that AI tools actually harness search engine data to train their models. This means the success of AI largely depends on people using search engines on a regular basis. Google isn’t going anywhere, so AI isn’t likely to go anywhere, either!

Whether it’s voice search through virtual assistants or AI-driven legal content suggestions, these systems still rely on the vast resources that search engines like Google organize. Strong SEO practices are essential to ensure your law firm’s website is part of that data pool. AI can’t bypass search engines entirely, so optimizing for search ensures your firm remains discoverable.

4. AI can’t replace personalized content

Only as a lawyer do you have the experience and training to advise clients on complex legal issues. AI content — even if only in your marketing — will only take you so far. Potential clients want to read content that’s helpful, relatable, and applicable to their needs.

While AI can generate content and provide answers, legal services are inherently personal. Writing your own content or hiring a writer might be your best bet for creating informative, well-researched content. AI can’t replicate the nuanced understanding that comes from a real lawyer, as your firm is best equipped to address clients’ specific legal issues.

5. SEO is more than just “content”

In the field of SEO, a lot of focus is put on content creation. And while content is certainly important (in terms of providing information and targeting keywords), it’s only one piece of the pie. AI tools are not as skilled at the various aspects of SEO, such as technical SEO and local search strategies.

Local SEO is essential for law firms, as most law firms serve clients within specific geographical areas. Google’s algorithm uses localized signals to determine which businesses to show in search results. This requires an intentional targeting strategy, optimizing your Google Business Profile, submitting your business information to online directories, and other activities AI tools have yet to master.

AI doesn’t replace the need for local SEO—if anything, AI-enhanced local search algorithms make these optimizations even more critical!

Goodbye AI, hello SEO?

Overall, the legal industry is a trust-based business. Clients want to know they work with reputable attorneys who understand their issues. AI is often ill-equipped to provide that level of expertise and personalized service.

Further, AI tools have limitations regarding what they can optimize, create, and manage. AI has not done away with SEO but has undoubtedly changed the landscape. SEO is an essential part of any law firm’s online marketing strategy.

AI is unlikely to disappear any time soon, and neither is SEO!

Copyright 2024 © Hennessey Digital
For more news on AI and Law Firm Marketing, visit the NLR Communications Media Internet section.

American Bar Association Issues Formal Opinion on Use of Generative AI Tools

On July 29, 2024, the American Bar Association issued ABA Formal Opinion 512 titled “Generative Artificial Intelligence Tools.”

The opinion addresses the ethical considerations lawyers are required to consider when using generative AI (GenAI) tools in the practice of law.

The opinion sets forth the ethical rules to consider, including the duties of competence, confidentiality, client communication, raising only meritorious claims, candor toward the tribunal, supervisory responsibilities of others, and setting of fees.

Competence

The opinion reiterates previous ABA opinions that lawyers are required to have a reasonable understanding of the capabilities and limitations of specific technologies used, including remaining “vigilant” about the benefits and risks of the use of technology, including GenAI tools. It specifically mentions that attorneys must be aware of the risk of inaccurate output or hallucinations of GenAI tools and that independent verification is necessary when using GenAI tools. According to the opinion, users must evaluate the tool being used, analyze the output, not solely rely on the tool’s conclusions, and cannot replace their judgment with that of the tool.

Confidentiality

The opinion reminds lawyers that they are ethically required to make reasonable efforts to prevent inadvertent or unauthorized access or disclosure of client information or their representation of a client. It suggests that, before inputting data into a GenAI tool, a lawyer must evaluate not only the risk of unauthorized disclosure outside the firm, but also possible internal unauthorized disclosure in violation of an ethical wall or access controls. The opinion stressed that if client information is uploaded to a GenAI tool within the firm, the client data may be disclosed to and used by other lawyers in the firm, without the client’s consent, to benefit other clients. The client data input into the GenAI tool may be used for self-learning or teaching an algorithm that then discloses the client data without the client’s consent.

The opinion suggests that before submitting client data to a GenAI tool, lawyers must review the tool’s privacy policy, terms of use, and all contractual terms to determine how the GenAI tool will collect and use the data in the context of the ethical duty of confidentiality with clients.

Further, the opinion suggests that if lawyers intend to use GenAI tools to provide legal services to clients, lawyers are required to obtain informed client consent before using the tool. The lawyer is required to inform the client of the use of the GenAI tool, the risk of use of the tool and then obtain the client’s informed consent prior to use. Importantly, the opinion states that “general, boiler-plate provisions [in an] engagement letter” are not sufficient” to meet this requirement.

Communication

With regard to lawyers’ duty to effectively communicate information that is in the best interest of their client, the opinion notes that—depending on the circumstances—it may be in the best interest of the client to disclose the use of GenAI tools, particularly if the use will affect the fee charged to the client, or the output of the GenAI tool will influence a significant decision in the representation of the client. This communication can be included in the engagement letter, though it may be appropriate to communicate directly with the client before including it in the engagement letter.

Meritorious Claims + Candor Toward Tribunal

Lawyers are officers of the court and have an ethical obligation to put forth meritorious claims and to be candid with the tribunal before which such claims are presented. In the context of the use of GenAI tools, as stated above, there is a risk that without appropriate evaluation and supervision (including the use of independent professional judgment), the output of a GenAI tool can sometimes be erroneous or considered a “hallucination.” Therefore, to reiterate the ethical duty of competence, lawyers are advised to independently evaluate any output provided by a GenAI tool.

In addition, some courts require that attorneys disclose whether GenAI tools have been used in court filings. It is important to research and follow local court rules and practices regarding disclosure of the use of GenAI tools before submitting filings.

Supervisory Responsibilities

Consistent with other ABA Opinions relevant to the use of technology, the opinion stresses that managerial responsibilities include providing clear policies to lawyers, non-lawyers, and staff about the use of GenAI in the practice of law. I think this is one of the most important messages of the opinion. Firms and law practices are required to develop and implement a GenAI governance program, evaluate the risk and benefit of the use of a GenAI tool, educate all individuals in the firm on the policies and guardrails put in place to use such tools, and supervise their use. This is a clear message that lawyers and law firms need to evaluate the use of GenAI tools and start working on developing and implementing their own AI governance program for all internal users.

Fees

The key takeaway of the fees section of Opinion 512 is that a lawyer can’t bill a client to learn how to use a GenAI tool. Consistent with other opinions relating to fees, only extraordinary costs associated with the use of GenAI tools are permitted to be billed to the client, with the client’s knowledge and consent. In addition, the opinion points out that any efficiencies gained by the use of GenAI tools, with the client’s consent, should benefit the client through reduced fees.

Conclusion

Although consistent with other ABA opinions related to the use of technology, an understanding of ABA Opinion 512 is important as GenAI tools become more ubiquitous. It is clear that there will be additional opinions related to the use of GenAI tools from the ABA as well as state bar associations and that it is a topic of interest in the context of adherence with ethical obligations. A clear message from Opinion 512 is that now is a good time to consider developing an AI governance program.

Copyright © 2024 Robinson & Cole LLP. All rights reserved.
For more news on ABA Opinions on AI, visit the NLR Communications Media Internet section.

August 2024 Legal Industry News Updates: Law Firm Hiring and Expansion, Industry Awards and Recognition, DEI and Women in Law

Thank you for reading the National Law Review’s legal industry news roundup for August 2024. We hope you are enjoying your summer! Please read below for the latest in law firm hiring and expansion news, key industry awards and recognition and a feature on diversity, equity and inclusion (DEI) and women in law.

Law Firm Hiring and Expansion

Barnes & Thornburg expanded its downtown Chicago office, marking the city’s largest law firm lease transaction to date in 2024. The firm’s office, located in the Irvine Company’s trophy tower at One North Wacker, will grow by 30 percent under this expansion. Barnes & Thornburg’s Chicago office currently has more than 135 attorneys and is one of the 25 largest law offices in Chicago.

“Our One North Wacker office has long served as a crucial hub for collaboration and innovation among our attorneys, business professionals, clients, and community partners,” said Michael A. Carrillo, managing partner of Barnes & Thornburg’s Chicago office. “This new, expanded space will help us foster even more in-person connection, bringing our legal capabilities and service to the next level.”

“Chicago businesses are facing increasingly complex legal and regulatory hurdles,” added Andrew J. Detherage, firm managing partner. “Not only will this new lease extend our commitment to innovation and collaboration and help our attorneys provide the robust and sophisticated counsel needed to tackle such challenges, it will also deepen our footprint in a market critical to the firm’s long-term growth strategy.”

Jackson Lewis welcomed William “Billy” Jackson and Eric B. Moody as principals in its Norfolk and Tampa offices, respectively.

Mr. Jackson earned his J.D. from Stanford Law School and his B.A. from Brigham Young University. His practice is focused on white-collar criminal defense and conducting internal investigations for companies facing allegations of misconduct.

“We are thrilled to welcome Billy to the Norfolk team,” said Norfolk office managing principal and litigation manager Kristin H. Vaquera. “His deep understanding of government investigations and enforcement actions will be a tremendous asset to our clients, helping them navigate the complexities of regulatory compliance.”

Mr. Moody received his J.D. from Stetson University College of Law and his B.S. from the University of South Florida. He represents clients in labor and employment litigation issues and in actions brought under federal and state consumer protection statutes.

Benjamin D. Sharkey, the managing principal at Jackson Lewis’s Tampa office, welcomed Mr. Moody to the team: “His impressive track record in handling high-stakes litigation—from discrimination and retaliation claims to wage and hour disputes—will significantly strengthen our ability to deliver strategic, results-driven solutions. We are excited to have Eric join us and look forward to the exceptional contributions he will make to our team.”

Bradley appointed three new office managing partners, in addition to three new practice group leaders. The new office managing partners are:

The new practice group leaders are:

“These new leadership appointments are part of the firm’s continued commitment to identifying and nurturing talent that will ensure Bradley’s future success and help us meet the evolving needs of our clients,” said Bradley chairman of the board and managing partner Jonathan M. Skeeters.

Sandra K. Newman and Rebecca Eberhardt joined Venable LLP as the firm’s first private wealth planning practitioners in its Chicago office. Ms. Newman and Ms. Eberhardt focus their practices on wealth, estate and gift tax planning, philanthropic planning, trusts and estates.

“We are thrilled to get two of the best private wealth practice attorneys in Chicago to join our office,” said Kenneth Roberts, managing partner at Venable Chicago. “We continue to attract top-tier talent, and their addition is a big win for Venable and the needs of our clients.”

Legal Industry Awards and Recognition

Bracewell announced that partners K. Brock Bailey and Aaron P. Roffwarg were named to Lawdragon’s 2024 500 Leading Global Real Estate Lawyers list.

Lawdragon provides free online editorial features and news, as well as guides to top US lawyers in different practice areas based on their work from the past year. This year’s list includes various geographic markets.

Mr. Bailey is the managing partner of Bracewell’s Dallas office, as well as a member of the firm’s management committee. He represents developers, borrowers, owners and lenders in the development and acquisition of large commercial and industrial projects.

Mr. Roffwarg is the chair of Bracewell’s Real Estate practice in the firm’s Houston office, who counsels clients on property and construction project transactions, including complex midstream oil and gas projects, pipelines and terminals.

Anthony (Tony) Oncidi, co-chair of Proskauer’s Labor & Employment Department, was named a 2024 Top Labor & Employment Lawyer in California by the Daily Journal.

Mr. Oncidi is a partner in Proskauer’s Los Angeles office who heads the West Coast Labor & Employment group. His experience in high-end employment law with nation-wide employers has established him as a trusted advisor and litigator in non-compete covenants and whistleblower claims.

The Daily Journal is a nationwide corporation which provides attorneys with up-to-date information and news that they require for their practice, including webinars, legal notices, quizzes and resources.

Moore & Van Allen announced that their Patent practice group was ranked in top categories in 2024 Patent Bots Patent Quality Rankings, including as a Top 10 firm in networking, multiplexing, cable and security.

Patent Bots offers patent-specific machine-learning tools and interfaces, with the rankings being made from evaluations over the year of issued patents.

Moore & Van Allen’s team offers a wide range of patent services, such as prosecution and validity options. They also assist clients with due diligence review, litigation, research and development agreements and management and development of patent portfolios.

DEI and Women in Law

Corporate Counsel recognized Amber Rogers, hiring partner of Hunton Andrews Kurth’s Dallas office and a member of the firm’s executive committee, with a 2024 Women, Influence & Power in Law Award.

Corporate Counsel will celebrate Ms. Rogers’ Collaborative Leadership award, designated for women leaders and allies demonstrating commitment to advancing and empowering women in law, on September 24 at the Women, Influence & Power in Law Conference in Chicago.

Massachusetts Lawyers Weekly awarded CMBG3 Law the 2024 Empowering Women award, bestowed on law firms exhibiting strong commitment and support for women attorneys in Massachusetts.

As a majority women-owned law firm since its inception, CMBG3 Law continues its dedication to empowering women attorneys. Over half of the firm’s professionals are women and women comprise over 80% of the firm’s Senior Leadership Team.

Erin Toomey, partner at Foley & Lardner LLP, was acclaimed as one of Michigan Lawyers Weekly‘s Influential Women of Law. The Influential Women of Law awards honor women attorneys for excellence in work, commitment to community and service to the profession.

Ms. Toomey is a partner in the firm’s Government Procurement and Government Solutions Practices, where she helps businesses minimize their risk and maximize their recovery in government contracting.

Daniel Attaway, partner at Womble Bond Dickinson, took part in the Moments to Movements Hackathon. The Hackathon, hosted by Diversity Lab, is a “shark-tank style pitch competition” that meets to solve some of the most challenging DEI issues facing the legal industry.

Mr. Attaway practices life sciences and pharmaceutical law, representing clients in patent litigation and trade secrets. He also serves on the firm’s diversity committee and is co-chair of the firm’s IP content committee.

Copyright ©2024 National Law Forum, LLC

by: The National Law Review of The National Law Review / The National Law Forum LLC – NLR

For more news on Legal Industry News Updates, visit the NLR Law Office Management section.

June 2024 Legal Industry News Updates: Law Firm Hiring and Expansion, Industry Awards and Recognition

Welcome back to another edition of our legal industry news roundup, and happy summer from the whole team at the National Law Review! Please read below for the latest in law firm hiring and expansion news and key industry awards and recognition.

Law Firm Hiring and Expansion

Bradley Arant Boult Cummings’ Atlanta office continues to grow with the addition of partners Jeff S. Luechtefeld, John Nail and Sean R. Gannon, senior attorney Gabriella Cole and associate Jessica R. Stephan as members of the firm’s Tax Practice Group. The firm’s Atlanta office has more than doubled in size since it was established in May 2023.

Mr. Luechtefeld earned his LL.M. in Taxation from the University of Florida Levin College of Law, his J.D. from the University of Missouri Columbia School of Law and his B.S. in Finance from Missouri State University. Mr. Nail earned his J.D. (cum laude) at Wake Forest University School of Law and his B.S. from the College of Charleston. Mr. Gannon earned his LL.M. in Taxation at the University of Florida Levin College of Law, his J.D. from Western Michigan University Thomas M. Cooley Law School and his B.A. from Michigan State University. The new partners represent Fortune 500 companies, closely held businesses and high-net-worth individuals in IRS examinations, appeals and litigation, as well as other tax issues.

Ms. Cole received her J.D. from the University of Houston Law Center, her M.B.A. from the University of Houston C.T. Bauer College of Business and her B.S. (magna cum laude) from Kennesaw State University. Her practice focuses on tax controversy law and representing corporations and individuals against the IRS and state departments throughout the audit, administrative appeals and litigation processes.

Ms. Stephan received her J.D. from the University of Southern California Gould School of Law, an LL.M. in Taxation from the University of Florida Levin College of Law and a B.B.A. (summa cum laude) in Finance from Mississippi State University. She advises partnerships, corporations and individuals in federal and state tax disputes.

Bradley Atlanta office managing partner Sidney S. Welch welcomed the new members of the Tax Practice Group: “We are delighted that this group of highly accomplished tax controversy attorneys is joining the firm. Their significant litigation experience and deep understanding of the IRS allows them to offer strategic solutions for our clients. The addition of these attorneys also strengthens and enhances Bradley’s federal tax controversy capabilities, as well as being synergistic with the firm’s government enforcement and investigations work. The Atlanta office is continuing our growth strategy with tremendous legal talent, and we look forward to their collaboration.”

ArentFox Schiff announced the addition of 17 members to the firm’s Technology, Life Sciences, Intellectual Property and Complex Litigation services in the Boston office. With these new additions, the firm’s Boston office has grown by more than 40% in 2024.

New additions to the IP team include partners Joseph M. Maraia, Dr. Daniel W. Clarke, Christopher Carroll, Laura L. Carroll, Brooke A. Penrose, Paul A. Pysher and Howard J. Susser; counsel Shawn P. Foley, Bruce D. Jobse and Joseph P. Quinn; and six associates and patent agents. Litigation partner Shepard Davidson has also joined ArentFox Schiff and will continue to focus his practice on complex business torts and contract claims. Among these new firm members are a former patent examiner, a master electrician and a molecular microbiology Ph.D., all of whom offer unique insights to clients in specialized and technical industries.

“ArentFox Schiff has long had a preeminent IP practice, and one of our strategic goals was to further expand this in Boston with a focus on life sciences, patent, litigation, trademark, and general IP services,” said chairman Anthony V. Lupo. “Adding this talented team helps us accomplish that goal. This group’s clients also fit strategically into our industry approach to the business of law, and based on our prior success with laterals and groups, we anticipate a number of opportunities to significantly grow revenue.”

“Thanks to its many leading universities, research institutions, and cutting-edge companies, the Boston area continues to be a hub for innovation that demands top-tier IP services,” added Boston managing partner David M. Barbash. “Adding this highly respected group of attorneys will offer immense benefits to our clients in New England and across the country as they grow their businesses.”

Varnum formed a Health Care Artificial Intelligence (AI) Task Force focused on the use of AI technologies and machine learning in the health care industry. The Health Care AI Task Force consists of attorneys with particular expertise in health care law, data privacy and AI technologies, and is led by four partners who regularly advise health care clients on regulatory compliance and counsel large corporations on innovative technologies and privacy regulations.

The goal of the task force is to help health care organizations protect sensitive patient data and maintain high clinical standards through advising on AI integration, promoting privacy and data security, assisting in policy development and fostering risk management.

Sarah Wixson, who co-chairs Varnum’s Health Care Practice Team, noted the increasing importance of AI for health practitioners.

“As AI continues to evolve, it is crucial for health care providers to stay ahead of the curve by understanding and adhering to the legal frameworks that govern these technologies,” Ms. Wixson said. “Our task force is committed to helping our clients navigate this complex landscape.”

“Our goal is to provide our clients with the guidance they need to adopt AI technologies,” said data privacy attorney Jeff Stefan. “We are helping clients leverage the power of these revolutionary advancements and avoid their equally significant risks.

Manatt, Phelps & Phillips, LLP expanded their New York office with the addition of financial services partner Mike Katz. With significant experience in crypto, payments, emerging company and venture capital, Mr. Katz will expand Manatt’s blockchain capabilities.

Mr. Katz is a strategic adviser to emerging growth companies and investors and a counsel to tech companies and venture funds. He provides advice to startups and venture capital funds to navigate overlapping corporate and regulatory issues. He earned his J.D. from Columbia Law School and his B.A. from the University of Pennsylvania.

“As I have seen firsthand, Manatt’s interdisciplinary and entrepreneurial approach to client service is extremely effective, and I am excited to join this team to help with leading the expansion of the Firm’s blockchain capabilities and support our clients across all aspects of financial services and venture capital,” said Mr. Katz. “Innovation-focused companies and investors are at the forefront of my practice every day, and Manatt is the perfect platform for me to bring experience to bear for clients across the Firm. I look forward to leveraging my varied in-house, corporate and regulatory skills to further enhance the Firm’s reputation as the go-to adviser for companies at the frontlines of innovation.”

Legal Industry Awards and Recognition

The 2024 Chambers USA Guide recognized Greenberg Traurig’s Data Privacy & Cybersecurity Practice in Band 1 for Nationwide Privacy & Data Security: Highly Regarded for the fourth year in a row. The guide’s “Privacy & Data Security: Privacy” category also recognized shareholders Liz Harding and David A. Zetoony, co-chair of the U.S. Data Privacy & Cybersecurity Practice.

Chambers and Partners selects attorneys and practices for the guide based on thousands of interviews with practicing lawyers and clients on a global scale. Chambers USA provides legal data and analytics to inform buyers of legal services of the top lawyers and law firms in the United States. Overall, the 2024 Chambers USA Guide recognized 273 Greenberg Traurig attorneys.

Claire Weglarz, partner at Womble Bond Dickinson, was elected to the Board of Directors of Trial Attorneys of America, a group of private practice attorneys and corporate counsel focused on the defense of products liability litigation. Membership in Trial Attorneys of America is by invitation only and is based on the recommendation of a member.

Ms. Weglarz is a member of Womble Bond Dickinson’s Product Liability Litigation team in the firm’s Los Angeles office. She represents energy, chemicals, manufacturing, automotive and consumer goods industry clients, and is involved in high-risk litigation on cases involving product liability, premises liability, environmental claims and toxic exposures to chemicals.

Chambers USA and The Legal 500 US recognized Andrea (Andie) S. Kramer in their 2024 nationwide rankings of leading tax lawyers. Specifically, Chambers USA included Ms. Kramer as a top tax and derivatives lawyer, and she was one of only four lawyers named to The Legal 500 Hall of Fame for Tax, Financial Products in the United States for 2024.

Ms. Kramer is a solo practitioner providing integrated legal counsel on regulatory, governance, commercial and tax matters to her clients.

“Each year, Chambers and Partners and The Legal 500 conduct unbiased research on lawyers around the world—and their independence encourages us all to be better,” said Ms. Kramer. “It has been a strong, productive, and interesting 18 months for ASKramer Law—and our clients and colleagues have gone the extra mile with these ranking agencies to underscore our commitment to legal excellence and great service.”

BTI Consulting Group’s 2024 report recognized Jackson Lewis P.C. attorneys Stephanie Adler-Paindiris, Ross M. Gardner and Alessandro “Alex” G. Villanella as Client Service All-Stars. Attorneys are named as Client Service All-Stars for their client service excellence and commitment to fulfilling their clients’ needs. The BTI Client Service All-Stars list is based on feedback gathered from over 350 in-depth, confidential and unsolicited interviews.

Ms. Adler-Paindiris is a principal in the firm’s Orlando office, a member of the firm’s Board of Directors and co-leader of the firm’s Litigation group. She defends class and collective actions on behalf of employers and counsels clients on workplace challenges. Mr. Gardner is a principal in the firm’s Omaha office who represents management throughout traditional labor law and related litigation. Mr. Villanella is a principal in the firm’s Long Island office, whose practice focuses on collective bargaining, labor arbitration, contract administration and representation and unfair labor practice proceedings before the National Labor Relations Board.

“Stephanie, Ross and Alex are true champions of problem-solving for our clients,” said firm chair Kevin Lauri. “They understand exactly what clients need and effortlessly craft solutions that tackle immediate issues and safeguard against future challenges. They uphold the firm’s client service standards to the highest degree, and the entire firm congratulates them on this accomplishment.”

Chaikin, Sherman, Cammarata & Siegel, P.C. partner Allan M. Siegel was awarded the 2024 Trial Lawyer of the Year Award by the Trial Lawyers Association of Metropolitan Washington, D.C. He received this honor at the association’s Annual Awards Dinner at Nationals Park in Washington, D.C.

Mr. Siegel graduated magna cum laude in from The George Washington University and earned his J.D. from The George Washington University’s National Law Center. His practice is centered on personal injury cases related to automobile and commercial vehicle negligence, premises liability and medical malpractice. He is board-certified in civil trial law by the National Board of Trial Advocacy, an honor held by only 3% of attorneys in the United States.

Copyright ©2024 National Law Forum, LLC
For more news on Law Firm Expansions and Legal Awards, visit the NLR Law Office Management section.

How to Achieve and Improve Chambers Rankings: A Comprehensive Guide for Law Firms

For law firms and lawyers, a Chambers & Partners ranking is an influential badge of recognition, signifying a firm’s expertise, professionalism and client service. While many firms submit basic information and lackluster, dull matter descriptions, you can distinguish your firm and its lawyers by creating strategic and compelling submissions. Achieving a coveted Chambers ranking requires more than just excellent legal work; it also requires a thoughtful approach. Here’s a guide to crafting a winning Chambers submission.

  • Understand the Criteria: Before you start writing, familiarize yourself with Chambers’ assessment criteria. Understand what they’re looking for in terms of client service, commercial vision, diligence, value for money and depth of expertise. Knowing these criteria will help you tailor your submission to highlight the most relevant aspects of your practice.
  • Be Precise and Relevant: Chambers researchers read countless submissions, so it’s crucial that yours stands out by being clear and concise. Avoid legal jargon and ensure that the information is directly relevant to the category for which you’re applying. Use straightforward language to convey your firm’s strengths and achievements.
  • Highlight Key Matters: Showcase cases that best demonstrate your firm’s expertise and accomplishments. Include a brief description of each matter, outlining the challenge, your approach and the outcome. Ensure client confidentiality by anonymizing sensitive information. Highlighting landmark cases or those involving significant complexities can make your submission more compelling.
  • Demonstrate Consistency: It’s not just about one-off successes. Show that your firm and its lawyers (especially those ones you are putting forth in the submission) consistently deliver results. Highlight any repeat business or long-term clients as evidence of sustained excellence. Consistency in performance and client satisfaction can significantly boost your submission’s strength.
  • Showcase Your Team: Highlight key individuals in your team, detailing their specific contributions, skills, and expertise. Chambers rankings often spotlight individual lawyers within specific practice areas and jurisdictions. Highlighting the strengths of your team members in the introduction sections and matter write-ups can enhance your overall submission. By showcasing the standout qualities and achievements of individual lawyers, you can provide a comprehensive picture of your firm’s capabilities.
  • Proofread and Review: Ensure that your submission is polished and free of errors. Consider having multiple team members review the document for clarity, accuracy and impact. A well-reviewed submission is likely to be more persuasive and professional.
  • Follow Submission Guidelines: Adhere strictly to guidelines and parameters provided by Chambers. This includes word limits, format specifications, number of matters submitted, firm demographic information and of course, deadlines.
  • Be Visible in Your Industry: Feedback from peers is a significant part of the Chambers research process. Staying visible in your industry is crucial. Attend and speak at industry conferences, publish articles and thought leadership pieces, and participate in relevant legal associations and groups. Engaging in these activities not only enhances your visibility but also positions you as an expert in your field, making it more likely that your peers will provide positive feedback during the Chambers research process.
  • Group Matters Around Common Themes: Highlighting your expertise in specific legal areas or developments can strengthen your submission. Group similar cases or matters under common themes or practices, such as recent legal developments or industry trends. This approach showcases your depth of knowledge and specialized skills, helping researchers and clients see the broader impact of your work.

Key Tips for Strong Matter Descriptions

  • Client Anonymity: Ensure you maintain the confidentiality of your clients unless you have explicit permission to name them. Use generic terms like “a major pharmaceutical company” or “a leading financial institution.”
  • Start with Key Points: Begin with a crisp, one-line summary that captures the essence of the matter to grab attention immediately.
  • Detail the Complexity or Significance: Highlight why the matter was particularly challenging or important, such as involving multiple jurisdictions or being precedent-setting.
  • Role of the Firm: Clearly describe the role your firm played, whether as lead counsel or in a supporting role.
  • Legal Expertise: Specify the areas of law involved, showcasing the breadth and depth of your firm’s expertise.
  • Outcome: Briefly describe the outcome, especially if it was favorable for your client, but avoid exaggerations.
  • Value Add: Highlight any additional value your firm provided, such as achieving a swift resolution or reducing potential costs.
  • Avoid Jargon: While the description should display expertise, avoid overly technical language that might alienate readers unfamiliar with specific legal terms.
  • Proofread: Ensure there are no grammatical or factual errors, and that the description is polished and professional.
  • Feedback: Consider getting feedback from colleagues or other professionals to ensure clarity and effectiveness before submitting the description.

How to Get a Lawyer Ranked in Chambers

To get a lawyer ranked in Chambers, focus on the following steps:

  1. Highlight Individual Achievements: In your submission, emphasize the individual lawyer’s key cases, leadership roles and contributions to significant matters. Detail their specific impact and success in these cases.
  2. Client Testimonials: Secure and include strong client testimonials that speak to the lawyer’s expertise, client service and successful outcomes.
  3. Peer Recognition: Ensure the lawyer is visible within the industry through speaking engagements, publications and participation in professional associations. Peer recognition can significantly influence Chambers’ evaluation.
  4. Detailed and Relevant Information: Provide comprehensive and relevant information in the submission, avoiding generic descriptions. Specifics about the lawyer’s contributions and successes will make the submission stand out.
  5. Peer Relationships: Building and maintaining strong peer relationships is essential. Make time for networking, assisting colleagues, and being active in legal communities. Helping others and being a visible, active participant in your industry can lead to positive peer reviews, which are crucial for Chambers rankings.

How Lawyers Can Move Up in Chambers Rankings

To help a lawyer move up in Chambers rankings, consider these strategies:

  1. Consistent Excellence: Demonstrate sustained excellence by highlighting repeat business and long-term client relationships. Show how the lawyer consistently delivers high-quality results.
  2. Professional Development: Encourage continuous professional development and involvement in high-profile matters or industry-leading initiatives. This demonstrates ongoing growth and expertise.
  3. Enhanced Visibility: Increase the lawyer’s visibility through strategic marketing, including thought leadership articles, media appearances and active participation in relevant industry events.
  4. Feedback and Improvement: Utilize feedback from previous Chambers submissions and the Chambers Confidential report to identify areas for improvement. Make necessary adjustments to strengthen future submissions.

Key Takeaways for Crafting a Winning Chambers Submission

A Chambers submission is more than just any other award submission; it’s an opportunity to showcase your firm’s achievements, expertise and dedication to client service. Be concise, relevant and honest in your approach. Tailor your submission to reflect both the category(ies) to which you’re applying and the unique strengths of your firm and its lawyers. Attention to detail, from adhering to guidelines to proofreading, can make the difference between a good submission and a winning one.

Crafting a standout Chambers submission requires effort, but the potential rewards, in terms of recognition and business development, are well worth the investment.

For more on Chambers submission best practices, take a look at these articles:

Copyright © 2024, Stefanie M. Marrone. All Rights Reserved.
For more news on Chambers Ranking Best Practices, visit the NLR Law Office Management section.

6 Strategies for Recruiting Top Legal Talent

Recruiting top-tier legal talent is not merely a goal but a necessity for sustained success. Whether your firm is planning to strengthen expertise in niche practice areas or expand the firm’s capabilities, attracting and retaining adequate talent is one of the most critical aspects of the strategic planning process. However, the process of sourcing attorneys can be complex, requiring a multifaceted approach that taps into various channels and recruiting strategies. Your search must be thorough when looking for the best person for the job. Whether you lead a boutique law firm or a multinational megafirm, you must know all your options for locating your next, best hire. If you are curious about your options, we have you covered!

Here is Performlaw’s list of the top 6 ways to source and legal talent.

  1. Law School Recruiting

SUMMER ASSOCIATE PROGRAMS

Summer associate programs offer a structured platform for law firms to evaluate and engage with prospective hires. Law firms typically offer summer associate programs to law students between their second and third years of law school. These programs provide students with hands-on experience working in law firms to develop the fundamental skills for success as an associate. The skills summer associates typically focus on developing include legal research, drafting documents, and participating in client meetings and negotiations. Summer associates often rotate through different practice areas within the firm to gain exposure to various areas of law.

These programs are a win-win because they allow firms to evaluate potential future hires and allow students to assess whether they are a good fit for the firm and the practice area(s) in general. Having a summer associate program in place in your firm is a classic recruiting strategy that is a surefire way for law firms that want to grow and/or prepare for longevity in the industry.

Where you recruit matters! Many firms stick to Law Schools in their personal network or those near the physical geography of the firm. This is an excellent choice however, let’s consider how you can optimize your program. It is important to remember that the summer associate program presents the firm with an excellent opportunity to diversify the talent pool. Recruiting from schools that may not be within your typical network could position your firm to pull in fresh perspectives and improve your firm culture. We encourage you to be intentional about diversifying your talent pool! That means creating relationships with Private, State, and HBCU law schools and taking trips to recruiting events! This is especially important for firms who have taken the pledge to be a part of the Mansfield Rule!

NEW GRAD HIRES

Ok, so you have your summer associate program, and it is going well. If you want to grow your firm fast, double down on the new graduate hires! You should also consider recent graduates who have not participated in your summer associate program. Some law firm leaders get nervous about hiring new grads because they fear investing time and money into someone who might leave or underperform. Let’s be real: attrition is something no business owner enjoys, and being perfectly honest, anyone could leave you at any time for any reason; that is the reality of business. The best thing to do is to prepare in advance. Go in understanding that only a fraction of hires will stick around long term, and make peace with it; the key is to prepare your budget in advance with attrition in mind, but do not allow the idea of attrition to pre-defeat you in building your team. If your firm can afford to hire more than you would like to actually retain long-term, you should do it! Once attrition occurs, the firm is less likely to be unable to produce.

Recent graduates often bring fresh perspectives, cutting-edge legal knowledge, and a strong work ethic to the table. Their recent immersion in legal academia equips them with an up-to-date understanding of evolving legal principles and practices. Moreover, recent graduates tend to be highly adaptable, eager to learn, and open to guidance, making them valuable assets to any law firm; investing in their development can yield long-term benefits. By providing mentorship, training, and opportunities for growth, law firms can foster loyalty and retention, nurturing young talent into seasoned legal professionals who contribute significantly to the firm’s success.

Aside from funneling talent through your summer associate program, participating in on-campus recruiting events, job fairs, and networking sessions can facilitate connections with graduating students seeking entry-level positions. Offering competitive compensation packages, professional development opportunities, and flexible work models can incentivize graduates to choose your firm over competitors. Remember, don’t limit your firm to only choosing recruits from the top of the class. We urge you to broaden your perspective and challenge your firm to cultivate talent through your leadership and mentorship!

  1. Professional Legal Recruiting Services

Sometimes, you really don’t have the capacity or team to build out an entire summer associate program, or maybe you just really need a lateral hire, or perhaps you just prefer that a recruiting specialist handles the sourcing and recruiting for your firm. This is where legal recruiters come into play. Legal recruiters specialize in the legal industry and possess a deep understanding of its nuances, including the specific skills, qualifications, and experience required for various roles. This expertise allows them to efficiently identify candidates who not only meet the basic job requirements but also possess the desired cultural fit and potential for long-term success within the firm. By leveraging their industry knowledge and extensive networks, legal recruiters can save law firms significant time and resources in the hiring process.

Additionally, legal recruiters can provide valuable insights and guidance throughout the hiring process, from refining job descriptions to navigating salary negotiations, streamlining the entire recruitment journey, and reducing the risk of costly hiring mistakes. Also, legal recruiters offer a level of discretion and confidentiality that can be necessary when making hiring and onboarding moves in the competitive legal market. Confidentiality is often desired for both law firms and candidates, particularly when it comes to exploring new career opportunities or replacing existing positions. Legal recruiters understand the importance of discretion and can maintain confidentiality throughout the recruitment process, protecting the reputations and interests of both parties involved. This ensures that sensitive information remains secure and minimizes the potential for any disruptions or conflicts that could arise from a publicized job search.

We suggest using legal recruiters when you seek a lateral attorney or an attorney with a specialized skill set. Legal recruiters can expedite the recruitment process while ensuring the quality of hires. Of course, nothing worth having comes free, legal recruiters typically get paid through a contingency fee or a retained fee model. In a contingency fee arrangement, the recruiter is compensated only if they successfully place a candidate with the law firm, usually receiving a percentage of the candidate’s first-year salary. Alternatively, in a retained fee model, the law firm pays the recruiter upfront to conduct a thorough search for suitable candidates, regardless of whether a hire is made, with the fee often being a portion of the anticipated salary for the position. The specific payment structure may vary depending on the agreement between the law firm and the legal recruiter.

  1. Firm Website Careers Section

A well-curated careers section on the firm’s website serves as a primary point of contact for prospective candidates. Clear and comprehensive job postings detailing roles, responsibilities, and qualifications can attract qualified applicants. Additionally, showcasing the firm’s culture, values, and employee testimonials can resonate with potential candidates, fostering interest in joining the team.

Moreover, leveraging the careers section of the firm’s website as a platform for thought leadership can further enhance its effectiveness in attorney recruitment. Publishing blog posts, articles, or case studies that highlight the firm’s expertise in specific practice areas not only demonstrates its legal prowess but also serves as a magnet for top legal talent seeking opportunities for professional growth and development. Positioning the firm as a thought leader within the legal industry can attract candidates who are not only interested in the job but also in contributing to and learning from a team of experts.

Furthermore, the careers section can be utilized to provide insights into the firm’s career progression paths and professional development opportunities. Offering information about mentorship programs, continuing education initiatives, and opportunities for advancement can appeal to ambitious candidates who are looking to build long-term careers within the firm. Clear pathways for career growth not only attract talented individuals but also contribute to employee retention by demonstrating the firm’s commitment to investing in the success and fulfillment of its legal professionals. In essence, the careers section of the firm’s website serves as more than just a job board; it’s a window into the firm’s culture, values, expertise, and opportunities for professional advancement, making it a powerful tool for attorney recruitment and retention.

  1. Networking:

To optimize networking efforts in attorney recruiting, it’s essential to approach these interactions with a strategic mindset and genuine interest in building meaningful connections. While attending legal industry events, bar association meetings, and alumni gatherings, it’s important to engage with attendees rather than simply collecting business cards actively. Taking the time to listen to others, ask thoughtful questions, and share insights about the firm’s culture and opportunities can leave a lasting impression and lay the foundation for fruitful relationships. Additionally, participating in panel discussions, speaking engagements, or hosting informational sessions can further showcase the firm’s expertise and provide valuable networking opportunities.

In addition to attending organized events, cultivating relationships with legal professionals, alumni networks, and referral sources on an ongoing basis is crucial. Regular communication through personalized emails, phone calls, or coffee meetings can help nurture these connections and keep the firm top of mind when potential opportunities arise. Building rapport with individuals who may not be actively seeking employment but are well-connected within the legal community can also lead to valuable candidate referrals. By investing time and effort into cultivating a robust network of contacts, firms can tap into a diverse pool of talent and gain insights into the ever-evolving talent landscape.

Furthermore, leveraging technology can enhance networking efforts and extend the firm’s reach beyond traditional face-to-face interactions. Utilizing professional networking platforms such as LinkedIn allows firms to connect with legal professionals across geographic boundaries and engage with both active and passive job seekers. Engaging in relevant online discussions, sharing industry insights, and showcasing the firm’s thought leadership can help attract candidates who align with the firm’s values and vision. By integrating online networking with offline efforts, firms can create a comprehensive networking strategy that maximizes their ability to connect with top legal talent.

  1. Job Boards:

To effectively leverage job boards in attorney recruiting, firms must first identify the platforms that best align with their recruitment needs and target candidate demographics. Utilizing reputable job boards tailored to the legal profession, such as Lawjobs, Indeed Legal, and LinkedIn’s Legal Jobs section, ensures that job postings reach a qualified and relevant audience of legal professionals. These platforms offer features that allow firms to narrow down candidate searches based on specific criteria such as experience level, practice areas, and geographic preferences, helping to streamline the recruitment process and target candidates who best fit the role.

Crafting compelling job descriptions is essential to capturing the attention of potential candidates and encouraging them to apply. Job postings should clearly outline the responsibilities, qualifications, and expectations for the role, providing candidates with a comprehensive understanding of the position. Moreover, incorporating elements that highlight the firm’s unique selling points, such as its culture, values, and career development opportunities, can help differentiate the job posting from others and attract top talent. Additionally, leveraging targeted advertising on job boards can increase the visibility of job postings and ensure they are seen by the most relevant candidates. By strategically allocating advertising budget to promote job postings to specific demographics or geographic regions, firms can maximize their reach and attract qualified applicants.

Furthermore, job boards offer valuable insights and analytics that can inform recruitment strategies and optimize the effectiveness of job postings. Tracking metrics such as the number of views, applications received, and applicant demographics can help firms evaluate the success of their job board postings and make data-driven decisions to improve future recruitment efforts. Additionally, job boards may offer features such as applicant tracking systems (ATS) or candidate matching algorithms, which can streamline the recruitment process by organizing applicant data and identifying top candidates based on predefined criteria. By harnessing the capabilities of job boards and leveraging data-driven insights, firms can enhance their recruitment strategies and attract the best legal talent to join their team.

  1. Social Media:

Social media is a great way for law firms to enhance their attorney recruiting efforts by reaching a broader audience and engaging with passive candidates. Establishing and maintaining an active presence on professional networking sites such as LinkedIn, Instagram, TikTok, and Facebook allows firms to showcase their expertise, culture, and career opportunities to a vast network of legal professionals. By regularly updating profiles with engaging content, firms can demonstrate thought leadership within their practice areas, positioning themselves as attractive employers within the legal community.

Sharing thought leadership content on social media platforms showcases the firm’s knowledge and expertise and provides valuable insights into its values and culture. By publishing articles, blog posts, or case studies that demonstrate the firm’s legal acumen and innovative approaches to solving complex legal challenges, firms can attract the attention of passive candidates who may not have been actively seeking job opportunities. Additionally, highlighting firm achievements, such as successful case outcomes, client testimonials, or awards and recognitions, further enhances the firm’s credibility and reputation as an employer of choice.

Active participation in relevant discussions and industry groups on social media platforms can also help firms connect with potential candidates and build relationships within the legal community. By engaging in conversations, offering insights, and providing value to others, firms can establish themselves as trusted sources of information and foster meaningful connections with legal professionals. Moreover, actively responding to inquiries and messages from potential candidates demonstrates responsiveness and accessibility, further strengthening the firm’s reputation and appeal as an employer. By harnessing social media’s power, law firms can amplify their recruiting efforts and attract top legal talent to join their team.

By integrating these strategies, law firms can effectively attract and retain top legal talent, fostering a dynamic and successful legal practice.

©2024 PerformLaw
For more news on Recruiting Top Legal Talent, visit the NLR Law Office Management section.

Get Off the Beaten Path: Three Ways Outsourcing Can Help Firms Achieve CRM & Data Quality Success

Normally, the path most traveled is thought to be the better road as it represents the path that leads to achieving goals and success while the less traveled path leads to stressful processes and unknowns.

But for firms trying to achieve CRM success, the “beaten path” involves investing tens of thousands of dollars into the latest and greatest technology and hiring internal Data Stewards to maintain the data flowing into the system. This can take up a significant number of firm resources and there is no guarantee that CRM Success will be achieved.

Let’s face it, the traditional approach to CRM and Data Quality Success often leads to more headaches and challenges than it does to success. Without the right experience and expertise, leading a CRM implementation project or a data quality clean-up can be disastrous.

Hundreds of thousands of records flow in from departmental databases which need to be analyzed and categorized properly. Meetings need to be held with firm leadership to understand their expectations for the system, and meetings need to be coordinated with vendors to set up demonstrations along with Requests For Proposals (RFPs).

To add more fuel to the fire, meetings also need to be held with end users to understand their needs and requirements so system selection can be catered to them. In the end, firms are left with high training and implementation costs; limited staffing pools due to required expertise; and increased employee burnout due to the overwhelming nature of the work.

The Path Less Traveled: Outsourcing

Many forward-thinking firms have taken the path less traveled to CRM success and have outsourced many of their core marketing technology positions and data quality work to trusted service providers. Outsourced Marketing Technology Managers and Data Stewards can provide all the benefits of retaining these positions in-house at a cost-efficient price all while reducing managerial headaches.

The route less traveled gives you access to a pool of highly skilled professionals without the additional costs associated with hiring internally. Many outsourced Marketing Technology Managers and Data Stewards have years of industry experience working with the nation’s top firms tackling complex data quality issues and guiding implementations ensuring they are implemented and integrated effectively.

To achieve CRM and data quality success, sometimes the beaten path won’t get you there. Here are three ways taking the path less traveled can help you achieve CRM and data quality success:

1. Cost Savings

Utilizing outsourced service providers for marketing technology or data quality roles can help firms save a significant amount of money. For firms with around 250 professionals, hiring an internal CRM Manager and Data Steward can cost firms around $116,640.

For firms that have limited resources and budgets, outsourcing providers offer various pricing models for their services. From contracting their workers on an as-needed basis for short-term or long-term projects to paying-as-you-go. This allows firms to allocate more of their investments to higher-priority projects or initiatives. Depending on the rate of the service provider, firms can expect to pay up to 33% less ($77,350) when they outsource their core marketing technology and data quality work.

2. Improved Data Quality

Opposed to internal Data Stewards, outsourced data quality professionals can focus on key responsibilities and can work more efficiently than their internal counterparts who have to focus on other tasks or priorities. These outsourced professionals understand the intricacies of the professional service industry and seamlessly fit into your firm’s day-to-day processes.

Outsourced Data Stewards have the ability and know-how to implement data standardization processes and protocols, minimizing the number of dirty records that may flow into the system. They also have access to industry-leading tools that can streamline and automate data management so your attorneys and professionals can worry less about maintaining their contacts and more about serving their clients.

3. Reduction In Turnover

Traditionally, hiring Data Stewards internally has been a revolving door, where firms would hire a new team member to maintain their data quality, train them, compensate them, motivate them, then, replace them. Given how outsourced service providers are not directly involved with the firm’s core services, they assume the role of finding, hiring, training, motivating and managing the data quality professional.

This frees up your marketing and business development teams to focus on growing the firm and nurturing client relationships rather than chasing down contact data from the organization’s professionals. They can help you with a wide range of data-related activities including:

  • Regularly reviewing new records
  • Enhancing records with geographical information, financial data, or who-knows-who relationships
  • Creation and management of segmented and targeted lists for marketing or business development campaigns

To achieve CRM and data quality success, sometimes the beaten path won’t get you there. So, if you are struggling with your marketing technology or data quality, don’t be afraid to explore alternate routes, like outsourcing. It can open your firm up to a pool of highly skilled professionals who have years of experience solving the same issues you may be going through. An outsourced team can provide your firm with significant cost savings, improved data quality, and a reduction in employee turnover and managerial headaches.

These operational efficiencies lead to greater productivity and returns on marketing spend – meaning greater profitability for the firm.

© Copyright 2024 CLIENTSFirst Consulting
For more news on CRM Development, visit the NLR Law Office Management section.

How Lawyers Can Effectively Leverage Their Published Articles

Writing and publishing articles or blog posts can be a powerful branding and business development tool for lawyers. Not only do they demonstrate your expertise in your practice area, but they also significantly enhance your visibility and credibility.

However, your work doesn’t end once the article is published – in fact, it’s just beginning. Here are some tips to maximize the value, reach and impact of your published work.

1. Optimize for Online Search First and foremost, ensure your article is search engine optimized (SEO). This means incorporating relevant keywords that potential clients might use to find information related to your legal expertise. SEO increases the visibility of your content on search engines like Google, making it easier for your target audience to find you.

2. Share on Social Media Utilize your personal and professional social media platforms to share your article. LinkedIn, Twitter and even Facebook are excellent venues for reaching other professionals and potential clients. Don’t just share it once; periodically repost it, especially if the topic is evergreen. Engage with comments and discussions to further boost your post’s visibility.

3. Incorporate Into Newsletters If you or your firm sends out a regular newsletter, include a link to your article. This not only provides added value to your subscribers but also keeps your existing client base engaged with your latest insights and activities. This approach can help reinforce your position as a thought leader in your field. Also, consider launching a LinkedIn newsletter. LinkedIn’s platform offers a unique opportunity to reach a professional audience directly, increasing the potential for networking and attracting new clients who are actively interested in your area of expertise.

4. Speak at Conferences and Seminars Use your article as a springboard to secure speaking engagements. Conferences, seminars and panel discussions often look for experts who can contribute interesting insights. Your article can serve as a proof of your expertise and a teaser of your presentation content, making you an attractive candidate for these events.

5. Create Multimedia Versions Expand the reach of your article by adapting it into different formats. Consider recording a podcast episode discussing the topic in depth, or creating a short-form video for LinkedIn and YouTube. These formats can attract different segments of your audience and make the content more accessible.

6. Network Through Professional Groups Share your article in professional groups and online forums in your field, as well as alumni groups (law school, undergrad school and former firms). This can lead to discussions with peers and can even attract referrals. Active participation in these groups, coupled with sharing insightful content, can significantly expand your professional network.

7. Use as a Teaching Resource Offer to guest lecture at local law schools and use your article as a teaching resource. This not only enhances your reputation as an expert but also builds relationships with the upcoming generation of lawyers who could become colleagues or refer clients in the future.

8. Repurpose Content for Blogs or Articles Break down the article into smaller blog posts or develop certain points further into new articles. This can help maintain a consistent stream of content on your website, which is good for SEO and keeps your audience engaged over time.

9. Monitor and Engage with Feedback Keep an eye on comments and feedback from your article across all platforms. Engaging with readers can provide insights into what your audience finds useful, shaping your future writing to better meet their needs. It also helps in building a loyal following.

10. Track Metrics Utilize analytics tools (web, social media and email) to track how well your article performs in terms of views, shares and engagement. This data can help you understand what works and what doesn’t, guiding your content strategy for future articles.

11. Leverage the Power of Content Repurposing Content repurposing can significantly extend the life and reach of your original article. By transforming the article into different content formats—such as infographics, webinars, slide decks or even e-books—you cater to various learning styles and preferences, reaching a broader audience. This strategy not only maximizes your content’s exposure but also enhances engagement by presenting the information in new, accessible ways. Repurposing content can help solidify your reputation as a versatile and resourceful expert in your field.

Publishing an article or blog post is just the beginning. By strategically promoting and leveraging your published works, you can enhance your visibility, establish yourself as a thought leader and attract more clients. Every article has the potential to open new doors; it’s up to you to make sure it does!

Copyright © 2024, Stefanie M. Marrone. All Rights Reserved.
For more news on Leveraging Published Articles, visit the NLR Law Office Management section.

Smart Lawyer Marketing: The Benefits of Becoming an Adjunct Professor or Guest Lecturer

If you’re a lawyer looking to stand out and grow your practice, here’s a strategy worth considering: becoming an adjunct professor or guest lecturer. This isn’t just about adding a title to your resume; it’s about enriching your professional credentials, elevating your personal brand, building connections with the community and opening doors to new opportunities. Here’s why venturing into academia could be a smart move for your legal career and how to do it.

  • A Spotlight on Your Expertise: Engaging in a teaching role will elevates your visibility within the academic and legal communities. Universities are vibrant ecosystems of learning, networking and professional exchange. By sharing your knowledge and experience in such settings, you not only enrich the learning environment but also spotlight your expertise to a broader audience. It’s an effective way to get noticed and remembered in the circles that matter.
  • Networking with Purpose: Teaching at a university isn’t just about imparting knowledge; it’s a dynamic platform for meaningful networking. Every semester offers a new opportunity to connect with ambitious students, fellow educators, and visiting professionals. These connections can lead to new business opportunities, collaborations and referrals. Building a network in such a rich environment can provide a steady stream of advantages for your legal practice.
  • Establishing Your Thought Leadership: There’s no better place to showcase your legal acumen than in a classroom or lecture hall. Teaching allows you to demonstrate your depth of knowledge and commitment to your field, helping to establish you as a thought leader among your peers and potential clients. Engaging with students and faculty on complex legal issues not only reinforces your standing but also keeps you at the cutting edge of legal developments.
  • The Dual Benefit of Learning: While teaching, lawyers often find themselves learning alongside their students. Because a professor and lecturer must stay current and deeply understand the subjects they teach acts as a catalyst for personal and professional growth. This continuous learning cycle not only enhances your legal practice but also ensures that your teaching is informed, relevant and highly valued.

How to Become an Adjunct Professor or Guest Lecturer

If you’re interested in becoming an adjunct professor or guest lecturer, here are some steps to get you started:

  • Get Your Credentials and Experience in Order: An advanced degree is usually required for adjunct positions, but if you’re eyeing more prestigious spots or specialized subjects, a PhD might be necessary. Beyond degrees, real-world experience in your field isn’t just icing on the cake—it’s another layer of cake. It shows you can apply what you teach outside the classroom, making your lessons more relevant and engaging.
  • Network Like a Pro: Building connections is key in academia, but think of it as making friends rather than networking. Attend events, engage in discussions and be active in online communities related to your field. It’s about finding your tribe—people who share your interests and can tip you off to opportunities you might not find on your own.
  • Bolster Your Teaching Credentials: If teaching isn’t something you’ve done a lot of, look for opportunities to get some practice. This could be anything from volunteer teaching gigs, leading workshops or even taking on a teaching assistant role. These experiences are valuable not just for what they teach you about instructing others, but they also give you stories and insights you can share when you apply for jobs.
  • Polish Your Application: Your application is your chance to shine. Make sure your CV is not only comprehensive but clear and engaging. Cover letters should be tailored to each application, showing why you’re excited about the position and what makes you a great fit. Don’t forget a teaching statement that reflects your unique approach and philosophy towards education.
  • Apply Thoughtfully: While casting a wide net could result in the kind of role you are seeking, aim for opportunities that truly resonate with your expertise and teaching style. Explore various institutions, from community colleges to universities, and don’t overlook less traditional teaching environments that might be in need of your particular skill set.
  • Stay Curious and Keep Growing: Staying informed and continually developing your skills is important. Seek out professional development opportunities, stay abreast of new research in your field and be open to new teaching techniques (including technology advancements) and methodologies. Your growth as a professional not only enriches your teaching but also makes you more attractive to potential employers.

KEY TAKEAWAYS

  • Enhanced Visibility: Teaching roles at universities put you in front of an engaged audience, amplifying your professional visibility.
  • Strategic Networking: The academic environment offers unparalleled networking opportunities with future and current lawyers, colleagues and industry experts.
  • Thought Leadership: Sharing your expertise as a teacher reinforces your status as a knowledgeable and respected professional in your field.
  • Continuous Learning: The act of teaching encourages ongoing education, keeping you at the forefront of legal developments and practices.

Teaching as an adjunct professor or guest lecturer offers a lawyers strategic benefits beyond traditional networking and marketing efforts. It provides a platform for visibility, a hub for networking, a stage for establishing thought leadership and an opportunity for personal growth.

Copyright © 2024, Stefanie M. Marrone. All Rights Reserved.
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