Peer to Peer Magazine

Winter 2018

The quarterly publication of the International Legal Technology Association

Issue link: http://epubs.iltanet.org/i/1065281

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16 Over the past five years there are a handful of unique practices and tools I've seen that have been effective when trying to sway a candidate who has two equal offers. This begs the question, what qualifies an "innovative culture?" The largest innovative trend that appears to be of value is offering the ability to work remotely. eDiscovery has been a bit behind the curve in this area as a whole and in the past, has tended to shy away from remote capability given the nature of the work, but it has proven to be a huge draw. Roughly fifty percent of candidates that I speak to say that if remote work is an option, they would take roughly ten percent less on a base salary. And there are several benefits to remote work. For starters, it is huge for folks with families and it also allows more flexibility in general. One of the big concerns with it does tends to be, "how do I effectively rally a predominantly remote workforce?" The main way I've witnessed organizations successfully building a remote workforce is providing all of their employees with cameras and the ability to connect virtually with anyone in the organization regardless of geographic location. The way I see it, the concept of old fashioned "putting in face time" is outdated and generations Z and Y place a significantly larger emphasis on working smarter not harder. Remote capability supports that mindset and also enhances one's ability to have face to face meetings by providing easier access and broader opportunities for scheduling. Another method of supporting a predominantly remote workforce is providing a company-wide chat system that is effective whether that be Skype for I n this day and age, compensation alone, is no longer enough to attract and retain top talent. I've noticed this first hand in the eDiscovery market. I speak to ten plus candidates in a given day and I always ask the question, "What is most important to you in a new role?" Ten years ago, that answer was usually in the world of money, or benefits, but today, about 80% of individuals I speak to are answering that question with something related to culture. To be clear, this does not mean that organizations are able to pay under market, it simply means that they must build an offering beyond compensation in order to remain competitive and win top talent. The companies in the eDiscovery space that are most successful in attracting top talent are offering innovative cultures as their weapon against compensation warfare. According to a recent issue of Forbes, Generation Z (individuals born from the mid 1990s – early 2000s) make up 25% of the population. If you combine Generation Z with Generation Y, you've got the majority of individuals who have entered the field of eDiscovery within the last five years. This new generation will continue to infiltrate the industry and shape its future. Understanding the values and what drives Generations Z and Y is critical to organizations attracting and retaining top talent. Especially in the eDiscovery market, given all of the mergers and acquisitions that have taken place in the past five years, it has become more critical than ever to build an innovative culture to make your company a place where someone wants to take their career. Benefits Beyond Benefits B E S T P R A C T I C E S B Y N I K K I M A C C A L L U M Understanding the values and what drives Generations Z and Y is critical to organizations attracting and retaining top talent. Building an Innovative Culture Can Rival Compensation

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