A problem that many mid-sized law firms face is being able to successfully recruit in highly competitive markets where they have difficulty differentiating themselves.The latest technique is for law firms to create their own group pages on Facebook.The concept is that lawyers who have Facebook profiles will build a network of “friends” to spread their story.Unlike normal recruiting websites, the pages can have less formal snapshots from firm parties, links to articles about the firm and testimonials from fans.One firm using Facebook is Curtis Mallet in New York.They report that the early results are positive.
Best Places for Women to Work
Working Mother Media has released their list of the best 50 law firms for women.The list includes:
Andrews Kurth Dorsey & Whitney Ice Miller Paul Weiss
Arent Fox Farella Braun Jenner & Block Perkins Coie
Arnold & Porter Fenwick & West Katten Muchin Shearman & Sterling
Baker & McKenzie Foley Hoag Kutak Rock Shook Hardy
Bass Berry & Sims Folger Levin Latham & Watkins Sidley Austin
Bingham McCutchen Fox Rothschield Lindquist & Vennum Skadden Arps
Bricker & Eckler Fried Frank Littler Mendelson Steptoe & Johnson
Chapman and Cutler Gibbons Manatt Phelps Sullivan & Cromwell
Cleary Gottlieb Gray Plant Miller & Chevalier Vinson & Elkins
Covington & Burling Heller Ehrman Morgan Lewis WilmerHale
Cravath Hogan & Hartson Morrison & Forester Wilson Sonsini
Davis Polk Honigman Miller Neal Gerber
Debevoise Hunton & Williams Patton Boggs
A survey by the Harvard School of Public Health shows that, contrary to general speculation that employees routinely lie to take sick days off, over two-thirds of staff members routinely come to work when they feel sick enough to justify staying home.The primary reason given was a fear of “financial consequences” if time off was taken.Apparently this fear was present regardless of whether actual consequences were specified in employee handbooks or through firm disciplinary actions in the past.
Engagement
Almost every study seems to indicate that the degree to which employees are engaged in their work is among the most important indicators of job satisfaction, performance and retention.For the past five years the Gallup organization has been working on a survey which effectively measures engagement.Recently they announced 12 questions that they believe employers can use to measure employee engagement and, conversely, design activities to create engagement.The 12 questions are:
Do you know what is expected of you at work?
Do you have the materials and equipment you need to do your work right?
At work, do you have the opportunity to do what you do best every day?
In the last seven days, have you received recognition or praise for doing good work?
Does your supervisor, or someone at work, seem to care about you as a person?
Is there someone at work who encourages your development?
At work, do your opinions seem to count?
Does the mission/purpose of your company make you feel your job is important?
Are your associates (fellow employees) committed to doing quality work?
Do you have a best friend at work?
In the last six months, has someone at work talked to you about your progress?
In the last year, have you had opportunities at work to learn and grow?
The Boom in Coaching
A rapidly growing trend in law firms is the use of coaches.Traditionally, coaches have been used by businesses either at the highest level, working with the CEO or with problem executives as a last ditch effort before termination.Law firms have followed suit with coaching being limited to new Managing Partners and underperforming partners.But, at least within law firms, the use of coaches is expanding away from what one might call the top and bottom of the organization.Several firms are routinely paying for new equity partners to undergo business coaching for six months to deal with the expanded expectations of partnership.One firm we work with uses business coaches routinely with newly appointed practice group chairs and, occasionally, with new C-level positions to speed their acclimation to the firm.
Active users of coaches and the coaches themselves have several suggestions on how to decide whether a coach makes senses.First, can the firm identify the areas in which they believe coaching would be beneficial?This may be an area of concern during the interview process or a noted deficiency.If a specific area of focus can’t be identified, the coaching assignment is too broad and probably won’t be successful.Secondly, what level and form of coaching is the firm willing to pay for?Of course, intensive, face to face coaching is probably always best but can be extraordinarily expensive, especially if you select a coach who is not local.This is a case of not letting the perfect be the enemy of the good.Consider starting with basic telephone coaching and increasing the level if the results justify a greater expenditure.Finally, identify if the issues are interpersonal (how the person deals with others), personal (personality traits such as judgment) or technical (specific management skills).It is rare that a single coach can deal with all three levels effectively so this is an important criteria in selecting a coach.
How much does coaching cost?Plan on spending at least $1000 to $2000 per month for a six month period.However, one firm we talked to that believes their use of coaching has yielded great results says that one of the indicators of success is that most participants continue to pay the coach out of their own pocket after the six month firm program has ended.
