When Diversity Works
July 23, 2004
Of the top litigation firms in the country that boast a blue-chip roster of Fortune 100 clients, how many are composed of more than 50% women lawyers, 25% gay or lesbian lawyers, and a Native American shareholder? I only know of one: Caldwell, Leslie, Newcombe and Pettit (CLNP) in Los Angeles.
The 'Best Of' Women in Law Programs
July 23, 2004
Women in Law initiatives and programs are not a new phenomenon. Many firms nationwide have programs that afford their women attorneys business development, mentoring and career counseling. In writing this article, we spoke to 10 different firms to learn the how's and why's of their women's initiatives. In Part 1 of this article we have profiled the first five firms.
Challenge and Change
July 23, 2004
There is not a single statistic that says that women lawyers have achieved equality in terms of pay, position, power, or prestige ' not one. From its roots in 1987 as the brainchild of ABA President Robert MacCrate and its first chair, Hillary Rodham Clinton, the ABA Commission on Women in the Profession has worked to assess the status of women lawyers and support efforts to help them achieve full and equal participation and opportunities in the legal profession. The Commission's lodestar has been that organized and concerted efforts could make a difference in combating the causes and effects of gender bias, stereotypes, harassment, and inhospitable work environments that have impeded the professional careers and aspirations of women in the bar.
Legal Outsourcing Looks to the Heartland
July 01, 2004
Piper Rudnick partner Karen McWilliams is not the first busy lawyer to ask an assistant to arrange a birthday party for her daughter. She may, however, be among the first to have called on an assistant more than 2000 miles away from her office in Reston, VA. "I forget they're in North Dakota," McWilliams says. "I just dial the number and they're there." <br>"They" are the outsourced office staff who work for Piper Rudnick and other law firms out of a support center operated by the CBF Group in Fargo, ND. <br>At a time when discussions of outsourcing focus on possibilities in India, companies like CBF want lawyers to remember there is a "near shore" option as well. Renee Rutter, the president of CBF, is hoping her company will find a niche somewhere between the anonymous document processing work that may go to India and the front-line secretaries whom lawyers interact with every day.
A Haven For Straight Talk: <b>Mystery Shopper</b>
July 01, 2004
At most firms, the transition to partnership requires that an attorney "buy into" the organization. The amount varies considerably, but it is often more than a year's salary. And partners almost always pay for their benefits out of pocket. And partners' draws are often wildly inconsistent from month to month. The eventual financial rewards of partnership can be huge, but the first couple years aren't easy. <br>And what do law firms do to prepare associates for partnership? If the three stories above are any indication, partners terrify associates, lead them to believe that marketing is a sign of corporate weakness and fail to educate them on the basics of firm finance. All that in preparation for the day when they'll be asked to "buy into" the partnership. If you're asking somebody to buy something, they're a customer. And firms should treat associates like customers from the day they begin interviewing until the day they make partner.
The Experience Gap
July 01, 2004
As the economy improves and deals begin to flow into Silicon Valley anew, firms are again relying on mid-level corporate associates to do a lot of the work. Trouble is, 3 years of deal drought have left many of those associates short on the experience necessary to handle the tasks.
An Alternative Fee <i>Meal</i>odrama
July 01, 2004
A witty, punny tale with a moral ' partners and general counsel are after the same thing: Quality legal work at lower cost, with profitability (and a good meal).
FMLA Exceeding Intentions Of Congress
July 01, 2004
The Family and Medical Leave Act (FMLA), signed into law by President Clinton in 1993, was designed to balance the demands of the workplace with the personal and economic needs of families and to promote the national interest by preserving the stability of families. <br>However, in the 11 years since the FMLA was enacted, evolving results from U.S. Department of Labor (DOL) regulations, court decisions, fluid medical guidelines and a changing workplace have created impediments to an employer's ability to operate its business reasonably-in ways that Congress did not intend.
