Professional Documents
Culture Documents
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21 NOVEMBER 2013
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LONDON
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Expert contributions and
strategic insights from:
This conference has been designed to challenge your thinking with
insights from a panel of very knowledgeable speakers with experience
of running medium to large law firms.
Patricia Wheatley Burt,
Director, Trafalgar The People Business
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TEL +44 (0)20 7324 2365
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CONFERENCE
AGENDA
THURSDAY 21 NOVEMBER 2013
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WEB www.ark-group.com
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OR see back page for mailing details
09:00 Registration and refreshments
09:30 Chairs opening remarks
Patricia Wheatley Burt, Director, Trafalgar The People Business
CROSS-SECTOR INSIGHT
09:45 Managing your talent pool: What can we learn from the
accountancy sector?
The Sunday Times list of 100 Best Companies to Work For includes all of
the top accountancy firms and yet only a handful of law firms. Why is this?
In this session the Global HR Director of Clyde & Co, who had a long career
in accountancy before moving into the legal sector, will share his insights
into how the accountancy sector took note of and made best use of talent
management principles as long as fifteen years ago, including competency
frameworks; learning and development; succession planning and global
mobility, in order to stay at the top of the polls.
Charlie Keeling, Global HR Director, Clyde & Co
PARTNER REMUNERATION
10:15 Partner remuneration and workforce engagement
Lewis Silkin has appeared for five years running in the Sunday Times list of
100 Best Companies to Work For, having been placed twice in the top 20.
In this session Managing Partner, Ian Jeffery, will give an overview of the
insights learned from participation in the Best Companies programme, with
a particular emphasis on issues relating to remuneration. Key points to be
covered will include:
The relationship between remuneration and overall engagement
The characteristics of remuneration important to different groups within
a firm
Degrees of variation among groups of similar workers
Changes over time in patterns of response and engagement
Comments logged in the surveys and the significance of pay
within them
The session will include reference to specific results from the firms
participation in the Best Companies survey and some sample comments on
an anonymous basis.
Ian Jeffery, Managing Partner, Lewis Silkin
10:45 Morning coffee break
MERGING REMUNERATION STRUCTURES
11:15 CASE STUDY | Partner remuneration and career management
after a merger
Discussing the proposed joint partner remuneration structure during
merger talks; at what stage should this be raised?
Listening and responding to any partner concerns
Merging the career paths present in each former business to create
new opportunities
Monitoring employee engagement and satisfaction levels after
the merger
Employing ex-military personnel a dual initiative in corporate social
responsibility and talent management
Steve Rowan, Deputy Chief Operating Officer, Edwards Wildman
11:45 CASE STUDY | Harmonising pay and benefits for fee earners and
support staff during a merger
Standardising employment contracts
Aligning the pay structures of two very different firms
Smoothing out pay anomalies
Market testing new salary packages
Sam Airey, HR Director, Weightmans
BECOMING AGILE
12:15 INTERACTIVE SESSION | Whiteboard thinking: How would
you set up a law firm in terms of reward structures if you were
starting from scratch today?
It is clear that if you were going to set up a new business to compete
against an ABS today a partnership model would not be flexible enough.
So, wipe away everything that youve known before and consider the
ideal scenario. What people strategy would you put in place to align with
your market goals? What reward or career management strategy would
suit a boutique, niche law firm that trades on senior, strategic advice, as
compared with an ABS style firm? The aim of this interactive discussion
session is to get you thinking about the ideal scenario in order to guide you
in making strategic people management decisions that will be right for
your firm.
Martin Darroch, Chief Executive, Harper Macleod
13:00 Networking lunch break
14:00 OPEN DISCUSSION | Planning new career paths to take account
of changing legal services business models
Patricia Wheatley Burt, Director, Trafalgar The People Business
and Martin Darroch, Chief Executive, Harper Macleod
PLANNING FOR SUCCESSION
14:30 Succession planning strategies for leaders and partners
What it takes for lawyers to be successful leaders
How to plan succession in a culture of patronage
Managing the equity and partner careers in tandem
Why succession planning is important to clients
Jill King, Writer and Consultant, JK Insights and former Global HR
Director of Linklaters
15:00 Afternoon coffee break
RESOURCING BUSINESS SUPPORT
15:30 Streamlining support services in response to market change
CASE STUDY: Strategic support staff resourcing at Edwin Coe
Support staff strategies elsewhere in the sector
Motivating and engaging support staff and non-lawyers
How does market change affect career opportunities for support staff?
Estelle Hall, HR Manager, Edwin Coe
GENERATIONAL SHIFT
16:00 PANEL | Adapting your people strategy to account for
generational change
What impact, if any, are generational differences having in your firm?
Are you looking to provide leadership and business skills to trainees at
an early stage?
How will your training programme respond to market change?
Are you offering global mobility? Where do you see this heading?
Panelists include:
John Cussons, Director, Huron Consulting Group
Ian Jeffery, Managing Partner, Lewis Silkin
Charlie Keeling, Global HR Director, Clyde & Co
Jill King, Writer and Consultant, JK Insights and former Global HR
Director of Linklaters
16:30 Chairs closing remarks
16:45 Close of conference
CONFERENCE
21 NOV 2013
LONDON
Book Your Place Now
BOOKING REF: 1008-13b
+44 (0)20 7566 5792 publishing@ark-group.com www.managingpartner.com/bookshop
@LegalMP
FOLLOW US
Law Firm Remuneration, Reward, and
Motivation (3rd edition) John Renz
This report looks at remuneration and reward strategies
in the current market, examines prominent trends
and offers practical examples of specific types of law
firms and how they are addressing this issue.
Extensive updated, the third edition reveals the effect that
market changes, mergers, ABSs, and third party investors
are having on remuneration strategies and employee
expectations. It also provides clear recommendations
for law firm leaders in light of future developments.
Case studies from HR Directors Julia Perin (Sacker &
Partners LLP) and Caroline Rawes (Taylor Wessing LLP)
provide valuable insight into how their firms are successfully
approaching remuneration, motivation, and reward.
Plus... An expert insight from Nick Cresswell-Turner
of Duke Street Capital is included which highlights
the remuneration and reward challenges they face as
providers of third party capital to legal businesses.
JOHN RENZ
Law Firm Remuneration, Reward,
and Motivation
PUBLISHED BY
3rd edition
IN ASSOCIATION WITH
Law Firm Management Reports
Also from
Remuneration and career management
strategies for law firms
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