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.

Wisconsin Lawyer