Issue link: http://read.uberflip.com/i/34417
A UNIQUE APPROACH TO STAFFING Another key component of the solution was the development of a cadre of non-traditional, associate- like attorneys dedicated to performing administrative agency charge work. The newly created flex-time attorney (FTA) position at Littler differs from a traditional associate position in several ways: FTAs work remotely from their home offices using a virtual, secure network provided by the firm. FTAs also determine their own schedules and workloads (some FTAs work the equivalent of a full-time schedule but set their own hours and workdays, while others work on a more limited basis); and FTAs are assigned to serve one specific client on an exclusive, long-term basis. Of particular note, FTAs are Littler employees, not contract attorneys. They are supervised, mentored and evaluated by the Littler shareholders; they have access to firm resources; and full-time FTAs receive many of the same employee benefits as do more traditional associates. The firm has also developed a career path for FTAs so that they have an opportunity for advancement. The FTA program provides an alternative career path for attorneys wishing to exercise greater control over their work-life balance, while still performing valuable and interesting work for the firm’s clients and having the opportunity to earn a substantial income. THE RESULTS The system has already proven successful, enabling the firm to meet all four of its, and the client’s, enumerated objectives in less than a year. This was accomplished by (1) managing a four-fold increase in the volume of the firm’s work for the client (2) at an overall reduced cost for the client, while maintaining (3) profitability for the firm and (4) quality for the client. 38 Knowledge Management ILTA White Paper In just five months, more than 1,000 administrative agency charges had been processed into the system. More importantly, the client is very satisfied with the overall process and solution, including and especially its transparent access to process status and key performance indicators. For us, the key take-away from this project has been that the dichotomy between premium and commodity work, while interesting in theory, in practice does not inform the question of what role knowledge management should play in making the delivery of all legal services more efficient, more client-centered and less reliant on individualized, bespoke practices. Not only is the boundary between bespoke and commoditized work constantly shifting, but this project has shown us that custom practices can be enhanced and streamlined by KM techniques just as surely as commoditized processes can. Certainly, one cannot claim that the handling of administrative agency charges is “bet-the-company” work commanding premium rates or warranting the dedication of untold resources. But few lawyers have thought to apply basic KM or business process improvement principles to this type of work in order to standardize processes, increase efficiency and enhance profitability. We now know these principles work. So the question, from a knowledge management perspective, is what is next? Single- plaintiff litigation? Class action litigation? Bet-the- company litigation? Absolutely! Even in the rarefied world of premium work, clients prefer those law firms that offer quality services at a substainable, reduced cost over those that offer quality services at “trust us we know what we are doing” prices. This is the continuing sweet spot for KM professionals. ILTA