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The current recession has forced law firms to focus on talent management, an exercise they were able to play down during preceding decades when demand for legal services exceeded the capacity of law firms to supply services. Back then, it seemed that the greatest challenge facing law firms was how to fill the incoming class with graduates of leading law schools; how to retain them beyond their initial training into the years of greatest productivity for the firm; and at partner level, how to deflect highly productive partners from the allure of higher compensation and a “stronger” platform.
New challenges spring from the excess, for the time being, of supply over demand for legal services. Law firms are responding by reducing capacity (5,259 lawyers laid off by the NLJ 250 in 2009); this may alleviate short-term problems but, as we discuss in this article, smart firms are using this as an opportunity to reshape their model and to attract and retain lawyers, not merely by paying more, but rather as part of strategic planning to compete more effectively in the future.
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