publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/306297
WWW.ILTANET.ORG 36 YOUR FIRM'S GOT TALENT (NOW CAPITALIZE ON IT) All successful business leaders know that having the right mix of talent can make or break a business. So how do you know you have the right people to meet your business objectives? Find out by becoming familiar with their skill sets, areas of expertise, overall history and reputation within the workplace. The more you know and the sooner you know it, the quicker you can transition individuals into leaders. And leaders drive results. LinkedIn has paved the way for aggregating and housing this kind of information, and HR recruiters and hiring managers are eating it up. When you extend that level of professional knowledge to the law fi rm, you have the means to match the right attorney to the right business opportunity through your enterprise social collaboration platform. For example, if you have a client opening a real estate brokerage in Beijing, wouldn't it be ideal to tap into the know- how of attorneys who have already done this? Uncovering the skills and experience of partners and associates that hold relevant knowledge sets the team up for success. In addition, this level of exposure can provide fi rm members with opportunities they might not have had before. By becoming true resources, people are building their own professional brands and getting to know the skills and capabilities of others throughout the fi rm — regardless of position, location and tenure. That's no small feat in today's merger- frenzy legal environment. Deeper knowledge of the individual now becomes a tool for fi rm engagement, job satisfaction and career advancement. Today's law fi rms are more diverse and dispersed than ever, so it's important to know and tap into what each attorney brings to your fi rm. The right social collaboration software can be just the conduit to give law fi rms access to the deep profi le information they need to make sound decisions and increase the bottom line. the system makes it possible to go to the intellectual property group and ask, "What are the specific skills that will help you market and cross-sell your capabilities, and also help you staff pitches?" Each practice group is developing a taxonomy that best represents the group's attributes. In this way, Reed Smith is adding to its overall taxonomy on a group- by-group basis and implementing incrementally to facilitate the adoption process. With this internal "turbo" firm directory, attorneys will be able to self-select areas in which they have significant experience, making it easier for management to assign work and business development opportunities. It also allows laterals to become familiar with and make their experience known to the rest of the firm more quickly. FACILITATING A SMOOTH TRANSITION In order to leverage attorney talent for maximum business benefit, firms must gain an intrinsic knowledge of their bench. Reed Smith achieved this by implementing an elegant, simple-to-use, self- service mechanism that its lawyers use to provide critical, business-influencing information from day one, and on an ongoing basis throughout their tenure at the firm. With specific features inside an enterprise collaboration tool — including the aggregation of CRM, matter management and document sharing systems — the firm can now accurately and quickly assess lateral partner opportunities and more seamlessly integrate lateral hires into the practice. ILTA WHITE PAPER: APRIL 2014