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To
whom can attorneys turn for real, practical office management
and computer tips geared especially for them?
For starters, turn to your colleagues, professional staff, and
consultants.
The Law Practice Section and Solo and Small Firm Practice Committee
cosponsored "60+ Hot Practice Management and Techno Tips in 60
Minutes" at the Bar's annual convention in June. In the interest
of space, the presenters offer their favorite tips. Nothing said
in this article is to be construed as a State Bar endorsement
of any brand or product.
Tips from Debra Hix-Sykes, President
& CEO, DHS & Associates, Milwaukee.
Tips from David Grove, Owner of
Grove Law Office, DeForest.
Tips from Ross L. Kodner, Founder
of MicroLaw Inc., Milwaukee.
Tips from Lori Kannenberg, Law firm
administrator, Lawton & Cates S.C., Madison.
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| Debra Hix-Sykes |
President & CEO, DHS & Associates, Milwaukee,
a management, ancillary, and training consultancy. She previously
was law firm administrator at Beck, Chaet, Molony & Bamberger, Milwaukee. |
A Little Good "R & R" Can
Go a Long Way.
Staff recruiting and retention are ever-increasing challenges for firms
of all sizes. While many firms offer traditional and valued benefits
such as health insurance, retirement plans, vacation, and so on, many
have resisted offering benefits that increase staff's quality of life.
Benefits such as flexible schedules, continuing education assistance,
increased responsibility and authority, consistent gathering and giving
of feedback and recognition, association dues, and creative firm events
can set your firm apart from the pack.
MDPs - Not Just for the
Big Fish.
Despite the ABA's recent vote against allowing lawyers to partner with
nonlawyers, the basic concept of Multidisciplinary Practices services
should not be abandoned. Development of services are not just for the
large firms and do not always require "partnering" with nonlawyers.
All firms, including solo practitioners, can improve business development
and revenue by offering "nontraditional" law firm services via their
existing talented pool of lawyers and other employees.
It is important
to offer ancillary services that mesh with and complement your existing
law practice. The key is to ensure that you are leveraging every opportunity
for business with your existing client base and future clients. Many
liability carriers will endorse coverage for these services through
your existing policy. Remember to treat new matters performed under
the ancillary umbrella in the same manner as legal matters, that is,
conflict checks, fee agreements, and so on. Warning - Merge Ahead.
When merging a new partner with an existing book of business into the
firm, be sure to look beyond his or her money generation, rate of return,
and conflict checking. Clearly understanding the partner's practice
style, expectations, support needs (associate attorneys, staff, technology,
and library), client billing requirements, and so on are equally important.
Also, if support staff will be accompanying the attorney, it is important
to clearly outline the firm's staff policies prior to the individual(s)
joining the firm. Remember, ongoing attention should be given to the
interrelationships and communication between the existing employees
and any new employees.
"Look Before You Leave"
Your Current TeleCommunications Carrier.
Many communication carriers are advertising their capability to handle
a firm's local and long-distance service - usually at a significant
discount. The cost savings look great on paper; however, do your homework
before switching. Insist on references and information relating to system
"down time." Ask if the company owns its lines or if it leases lines
from another carrier. Find out how long the company has offered the
combined services and the geographical locations currently being serviced.
Negotiate a termination clause in the event of unsatisfactory service
and/or access time. If your firm passes long-distance costs on to clients,
request a sample of their account generated billing reports. Inquire
into the carrier's ability to handle any ISDN, DSL, or T1 lines; its
method of charging, that is, actual time versus in six-minute increments;
and if the company contracts for cellular phones.
Playing Big Brother Can
Bring Valuable Insight.
Contracting with a Third Party Administrator (TPA) for specific firm
benefits offers several advantages; however, you should regularly "glance
over the TPA's shoulder." Many TPAs offer quality, accurate services;
however, errors in translation of handwritten or verbal data, system
errors, input errors, and so on can occur. While not all errors are
large, small errors often can evolve into larger errors.
A few tips:
1) carefully review changes you report;
2) review reports even when no changes have been reported for some time;
3) adopt a "safety net" policy of following up significant verbal changes
in writing and significant written changes by phone;
4) report changes and errors promptly;
5) keep the employee informed.
Taking the Bite Out of
Employment Agency Fees.
Most of us have experienced the challenges relating to recruiting qualified
personnel in today's tight market. Quality employment agencies may offer
the gift of time and a pool of candidates. Unfortunately, these gifts
come at a price that may be difficult for some firms to incorporate
into their hiring budget. When deciding to use a placement agency, use
these techniques to lower the cost:
1) shop around;
2) negotiate rates whether you are hiring one or multiple employees;
3) consider a temporary-to-regular hire arrangement;
4) negotiate the warranty period;
5) determine if the open position is one for which you can hire someone
with fewer years of experience (thereby decreasing both salary and fee
costs) but who has a proven ability (via resume and reference checking)
to adapt and learn; and
6) work to develop a longterm, mutually beneficial relationship with
the agency.
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