The quarterly publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/271291
WWW.ILTANET.ORG 29 The data management team (DMT) is a subset of the records department and handles the uploading/importing of electronic data to the DMS, shared drives, Outlook or other firm-approved repositories. Coordination between the DMT and the IT department is important to ensure any potential issues are addressed early. Once engaged by the records department, litigation/practice support teams load incoming document production review materials into appropriate databases. We have also partnered with them to assist with the culling of incoming data through the use of various e-discovery tools to maximize usefulness and eliminate duplicates. The onboarding process is an ideal time to explore this option. The KM department takes point on the coordination of any extranets or other necessary file-sharing collaboration sites. Secretaries or practice assistants help coordinate client file request letters, handle the new business intake process and provide valid client/matter numbers to the process coordinator. A paralegal or practice assistant who joins the firm with the new attorney is often engaged as the point person between the attorney/case team and the records department, thereby alleviating the burden of the transition from the incoming attorney. The records department assumed the role of lateral onboarding process coordinator for the intake of all client information. Most specifically, we: • Steer all communication between departments, the new attorney and their former firm • Coordinate the physical movement of incoming files and data • Compare metadata sheets and hard copy indices with received materials, verify accuracy and communicate discrepancies • Index and track incoming files and data for retention and risk management purposes Attorney recruiting knows when it is appropriate to engage in logistical planning with the incoming attorney. The new business and conflicts department opens all new clients and matters. Close coordination with this group is required to ensure conflicts checks are run, and risk and expense to the firm are minimized. Doing so supports ethical objectives and reduces the intake of files and data that might be problematic later. Getting high-level approval on a standard practice for handling incoming files and data Key to Success: Identifying which department will be the point of contact and will handle the coordination of the entire process will help streamline communications. This person or group will engage all stakeholders as necessary throughout the onboarding process. Despite pre-planning, we often have no control over who receives the data first. Under this model, the designated department is contacted to take over ownership of the process. Being brought into the onboarding discussion as early as possible — having a good working relationship with your attorney recruiting department (or whoever in your firm is involved with lateral hiring) is a good place to start, as they will provide details and introductions for the incoming attorney Key to Success: Have the recruiting department send an email message to the new attorney to introduce key players in their onboarding process. The process coordinator should be given approval to contact the incoming attorney directly after. If possible, the attorney should be asked to introduce the process coordinator to their counterpart at the attorney's prior firm. WORKING WITH A MOTLEY CREW Successful execution of an onboarding process is dependent upon effective communications and interdepartmental collaboration. As we designed our processes, the following roles were identified and assigned: About the Author Patricia Sievers is the Records Manager at Orrick, Herrington & Sutcliffe LLP. Contact her at psievers@orrick.com. 3 4 Respecting the collective wisdom and experience of other individuals and departments goes a long way toward the implementation and maintenance of any process.