Human Resources

Human Resources

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This month:
This month, LPM magazine finds out what it takes to get your voice heard at board level.

Special supplement:
Tech in – LPM teams up with Converge TS to dive into how clients are driving SME law firms to build better connections with technology.

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This year, Pinsent Masons have made large investments in and significant changes to the functionality of their traditional PA infrastructure.

The firm identified an administrative restructure—adding an additional layer of team administrator (TA) support—as the best way to achieve its objectives of making sure tasks were going to the right place to be dealt with and to improve capacity management. As a result, Alastair Mitchell, Chief Operating Officer said…

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Carly Woodcock Posted By Carly Woodcock
from Burlington Media Group

Hat Trick Productions – one of UK’s most successful independent television production companies – has implemented iManage Cloud within its legal and human resources departments, giving them a new way to access iManage’s industry-leading document and email management.

Carly Woodcock Posted By Carly Woodcock
from Burlington Media Group

The Pareto Principle (also known as the 80/20 rule) states that 20% of what you do will generate 80% of your results. Therefore, a law firm should inevitably focus greater attention on the 20% of activities that generate revenue.

Understandably, this means that non-revenue generating activities can get de-prioritised. In firms, this can lead to a lack of investment and commitment to administrative support staff—even amongst firms with the best intentions for developing their employees.

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Carly Woodcock Posted By Carly Woodcock
from Burlington Media Group

Law firms are becoming increasingly aware that they need to look for ways of improving efficiency in all areas of their organisation, including their administrative support functions.

A recent report on the trends and opportunities in law firm outsourcing demonstrates that firms are broadening the approach they take when it comes to solving these issues. Key findings that support this include:

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Only 13% of business leaders have an effective “wellbeing” strategy in their workplace, despite growing concerns that stress-related conditions are causing misery for many workers, a business event was told.

Around 75% of respondents to the study conducted by Cascade, the human resources and payroll software firm, also reported that mental health problems posed the biggest risk to the nation’s health.

The findings were discussed at a roundtable debate, which was held at The Yorkshire Post head office in Leeds.

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Jess Carey Posted By Jess Carey
from Burlington Media

As the hunt for talent becomes ever tougher, many employers are searching for increasingly unusual ways to stand out from the crowd. But what is the secret to attracting and retaining staff and is it possible to create a great office culture without relying on gimmicks? Oliver Shaw, CEO of Cascade HR, offers his thoughts…

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Our ‘Legal Finance Systems Hiring Market Analysis’ returns for 2018, providing up to date analysis on the levels of supply & demand and reviewing the common challenges of hiring within this niche field.

As the leading recruiter within the legal finance systems market, we experience the challenge of resourcing for finance systems teams on a daily basis, and have seen demand continue to outstrip supply for many consecutive years – a trend which doesn’t look likely to change any time soon.

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The UK’s largest outsourced legal cashiering bureau, Quill, is re-launching its trainee scheme designed to breed the next generation of cashiers for its growing Pinpoint team. Quill’s purpose-built, unique-in-the-industry trainee programme combines on-the-job experience and peer support at Quill with classroom-based learning, and equips individuals with a recognised legal accounts management qualification upon course completion.

When looking for a new role, one of the top two reasons for leaving is financially motivated, which is understandable given the high cost of living and the long hours often required in the legal sector.

Added to which, the last few years have been tough for marketing and BD teams in legal, with teams being very lean as a result of the downturn, the impact has been that many people are working longer hours and covering the roles that may have previously been done by two or even three people.

But what is a reasonable salary increase to command?

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