Creating and Effective Associate Development Program for Tomorrow's Leaders.
This presentation reviews the essential components of an effective program including:
- evaluation and feedback
- practice planning
- compensation
- advanced criteria
O direito de arena e direito de imagem são dois institutos que, nos esportes tradicionais, geram debates, especialmente acerca da natureza jurídica (se é civil ou trabalhista). O presente texto trouxe os dois institutos para os esportes eletrônicos e deu adequação legal a eles.
Tahapan Proses Merger dan Akuisisi - M&A PlaybookM&A Playbook
Salam Merger Akuisisi Playbook,
Ada tiga tahapan utama proses merger dan akuisisi, yaitu Pra-Eksekusi, Eksekusi, dan Pasca eksekusi, yang didalamnya terdapat 8 langkah.
Pra-Eksekusi: 1. Menyusun corporate strategy; dan 2. Mencari dan menseleksi target.
Eksekusi: 3. Due diligence; 4. Valuasi; 5. Negosiasi; 6. Deal structuring dan accounting.
Pasca-Eksekusi: 7. Integrasi Pasca-Merger; dan 8. Exit strategy.
Presentasi ini dapat lihat video-nya di YouTube: bit.ly/29X5ysa. Untuk semua tahapan dalam merger dan akuisisi dapat dibaca dalam buku M&A Playbook atau bisa juga mengikuti pelatihannya.
Jangan lupa untuk subscribe atau follow kami di:
Twitter: @MandAPlaybook
YouTube: M&A Playbook
WhatsApp: +62 811 812 028
www.bhivestama.com
Credit risks are calculated based on the borrowers’ overall ability to repay. Our objective was to use optimization in order to create a tool that approves or rejects loans to borrowers. We also used optimization to establish how much interest rate/credit will be extended to borrowers who were approved for a loan.
This presentation reviews the components of an effective law firm attorney development program including: Evaluation and Feedback;Practice Planning; Compensation; Advancement Criteria.
O direito de arena e direito de imagem são dois institutos que, nos esportes tradicionais, geram debates, especialmente acerca da natureza jurídica (se é civil ou trabalhista). O presente texto trouxe os dois institutos para os esportes eletrônicos e deu adequação legal a eles.
Tahapan Proses Merger dan Akuisisi - M&A PlaybookM&A Playbook
Salam Merger Akuisisi Playbook,
Ada tiga tahapan utama proses merger dan akuisisi, yaitu Pra-Eksekusi, Eksekusi, dan Pasca eksekusi, yang didalamnya terdapat 8 langkah.
Pra-Eksekusi: 1. Menyusun corporate strategy; dan 2. Mencari dan menseleksi target.
Eksekusi: 3. Due diligence; 4. Valuasi; 5. Negosiasi; 6. Deal structuring dan accounting.
Pasca-Eksekusi: 7. Integrasi Pasca-Merger; dan 8. Exit strategy.
Presentasi ini dapat lihat video-nya di YouTube: bit.ly/29X5ysa. Untuk semua tahapan dalam merger dan akuisisi dapat dibaca dalam buku M&A Playbook atau bisa juga mengikuti pelatihannya.
Jangan lupa untuk subscribe atau follow kami di:
Twitter: @MandAPlaybook
YouTube: M&A Playbook
WhatsApp: +62 811 812 028
www.bhivestama.com
Credit risks are calculated based on the borrowers’ overall ability to repay. Our objective was to use optimization in order to create a tool that approves or rejects loans to borrowers. We also used optimization to establish how much interest rate/credit will be extended to borrowers who were approved for a loan.
This presentation reviews the components of an effective law firm attorney development program including: Evaluation and Feedback;Practice Planning; Compensation; Advancement Criteria.
How do you make business planning valuable for you and your partnersRichard Flynn
Every year you do business plans with your top partners. How to you make it more beneficial for both you and your partner? Follow these 4 simple steps and your business plans will accelerate your revenues.
6 Year Plan for an Organizational Development TeamDarin Phillips
This presentation defines (at a high level) steps that could be taken to introduce the balanced scorecard and initiatives that will help a company improve performance. The main focus is on developing human capital.
Age of Alignment: Linking Compensation & Business StrategyPearl Meyer
We’ve entered a new era, with evolving responsibilities for the Board of Directors. Today, the “review and concur” role is no longer sufficient. This is true from a regulatory and compliance perspective, and it’s also true as companies must be prepared for the challenge of fast, frequent, and often disruptive market forces. Recently, the NACD released its Blue Ribbon Commission report on Strategy Development. Among many important findings and recommendations, it states that providing necessary strategic direction requires a new level of ongoing Board engagement. A key question posed for Boards to evaluate their processes is “Does our incentive structure reinforce or unintentionally undermine the chosen strategy?”
Today, our discussion will be lead by two members of the Blue Ribbon Commission. Greg Lau, of RSR Partners and a member of the Board of NACD, as well as Steven Van Putten, managing director and office head from Pearl Meyer & Partners’ Boston location. We will also be joined by consultant Michael Ng from Pearl Meyer and Partners.
How Do Our Most Successful Customers Do It? The Must-Have Ingredients for Val...SAP Ariba
In this session, which follows on from Part One, we explore five of the key elements from the 12 Steps to Success. We present lessons learned from our experience and present elements and options for a successful implementation and for post-implementation operations. The presentation features key people from the SAP Ariba team, who discuss how our clients have benefited from the areas identified.
Preparing for Awesomeness: 12 Keys to Success - SID 51270SAP Ariba
"Effective use of SAP Ariba solutions can drive significant results, but to maximize value, a focus on factors such as governance, compliance, and success measurement is critical. Changing the behavior of people is at the heart of delivering on this vision. In this session, learn about 12 key areas on which to focus and hear from others on how they are achieving success. We also review actions you can take now to get a plan on track.
Workshops have a different format from that used for traditional theater-style breakout sessions. They offer more intimate, team-style environments with hands-on and group activities. In order to provide the best possible experience, we limit these sessions to 50 attendees. The first 50 people who schedule a workshop session in the agenda builder will be registered to attend. There will be a waitlist for those who sign up after the initial 50. Please plan to arrive 10 minutes before the scheduled start time in order to check in. Those who have not checked in by the start time will forfeit their seats, and waitlisted attendees will be allowed to take any open slots."
Whitepaper: Attorney Performance per Hour Analysis PerformLaw
This whitepaper gives an in-depth look at how law firms show analyze their attorneys performance per hour. These analytics will guide the firm in making informed decisions to increase profitability.
With many partners on the brink of retirement, smart law firms are proactively dealing with transition planning. Don't wait another day to implement succession planning plans at your law firm.
10 Key Steps to Law Firm Transition Planning PerformLaw
Without careful attention to transition planning or succession planning in law firms, the investment and hard work lawyers have put into their firms could end up benefiting their competitors. In the presentation, we give you 10 key steps to develop an effective transition plan.
Presentation discussing key capacity metrics, staffing arrangements, and the path your law firm can follow to develop a more profit-driven model for managing attorneys and staff, law practices and technology.
Client Profitability: Analysis to ActionPerformLaw
This presentation reviews how law firms can use profitability analysis to understand the basic economics of their practice. With this knowledge, firms have a competitive advantage to make meaningful improvements.
Presentation objectives include:
-Recognize the benefits of client/matter profitability analysis.
- Explain the process for creating a credible profitability analysis.
- Identify the various uses of client profitability.
- Create an action plan for developing a workable client profitability report system.
Calculating Client Profitability: Analysis to ActionPerformLaw
As law firms continue to embrace profitability reporting, the core competence of law firm partners will improve, and better decision-making will occur. This informative presentation will cover the following:
- The most reliable methods for computing client profitability
- The more common methods for allocating direct and indirect costs
- The various uses of client profitability data in compensation, client pricing, overhead control, recruiting and other significant functions of the firm.
-The pitfalls to avoid and methods to overcome partner fears about calculating client profitability for the first time.
How to Incent Business Development in Law Firms: Client Origination Credit Es...PerformLaw
With increased competition among law firms, business development has become a top priority. How can law firms incent business development?
This presentation focuses on how compensation models can encourage business development by rewarding those who bring in the most business. Of particular focus will be the the impact and issues involving origination credit.
New Orleans Legal Market Review: July 2015PerformLaw
The market for law firms in New Orleans is important to our clients, so it is important to us. Lawyer headcount is one measure of the health of a market. We invite you to review the survey numbers, which were compiled from public sources, to better inform yourself about the state of the New Orleans legal market from September 2014- early July 2015. We think you will find the survey informative and interesting. Please share this information with your team members or anyone you believe would benefit from it.
If you would like to discuss the general trends in the market and how your firm may improve,
click here or email me at brian@performlaw.com to set up an initial phone consultation at no cost to you. I look forward to hearing from you.
The market for law firms in Louisiana is important to our clients, so it is important to us. Lawyer headcount is one measure of the health of a market. We invite you to review the survey numbers, which were compiled from public sources, to better inform yourself about the state of the following legal markets from September 2014- early July 2015: Baton Rouge, Lafayette, Lake Charles, Alexandria and Shreveport . We think you will find the survey informative and interesting. Please share this information with your team members or anyone you believe would benefit from it.
If you would like to discuss the general trends in the market and how your firm may improve,
click here or email me at brian@performlaw.com to set up an initial phone consultation at no cost to you. I look forward to hearing from you.
Client Profitability: Analysis to ActionPerformLaw
This informative presentation will cover the following:
- The most reliable methods for computing client profitability
- The more common methods for allocating direct and indirect costs
- The various uses of client profitability data in compensation, client pricing, overhead control, recruiting and other significant functions of the firm.
-The pitfalls to avoid and methods to overcome partner fears about calculating client profitability for the first time.
Client Profitability: A Tether to RealityPerformLaw
This presentation discusses the most reliable methods for computing client profitability.Also reviewed are the various uses of client profitability data in recruiting, compensation, client pricing, alternative fee agreements, workload distributions and overhead control while identifying the pitfalls to avoid.
In 2020, the Ministry of Home Affairs established a committee led by Prof. (Dr.) Ranbir Singh, former Vice Chancellor of National Law University (NLU), Delhi. This committee was tasked with reviewing the three codes of criminal law. The primary objective of the committee was to propose comprehensive reforms to the country’s criminal laws in a manner that is both principled and effective.
The committee’s focus was on ensuring the safety and security of individuals, communities, and the nation as a whole. Throughout its deliberations, the committee aimed to uphold constitutional values such as justice, dignity, and the intrinsic value of each individual. Their goal was to recommend amendments to the criminal laws that align with these values and priorities.
Subsequently, in February, the committee successfully submitted its recommendations regarding amendments to the criminal law. These recommendations are intended to serve as a foundation for enhancing the current legal framework, promoting safety and security, and upholding the constitutional principles of justice, dignity, and the inherent worth of every individual.
NATURE, ORIGIN AND DEVELOPMENT OF INTERNATIONAL LAW.pptxanvithaav
These slides helps the student of international law to understand what is the nature of international law? and how international law was originated and developed?.
The slides was well structured along with the highlighted points for better understanding .
Synopsis On Annual General Meeting/Extra Ordinary General Meeting With Ordinary And Special Businesses And Ordinary And Special Resolutions with Companies (Postal Ballot) Regulations, 2018
Responsibilities of the office bearers while registering multi-state cooperat...Finlaw Consultancy Pvt Ltd
Introduction-
The process of register multi-state cooperative society in India is governed by the Multi-State Co-operative Societies Act, 2002. This process requires the office bearers to undertake several crucial responsibilities to ensure compliance with legal and regulatory frameworks. The key office bearers typically include the President, Secretary, and Treasurer, along with other elected members of the managing committee. Their responsibilities encompass administrative, legal, and financial duties essential for the successful registration and operation of the society.
ALL EYES ON RAFAH BUT WHY Explain more.pdf46adnanshahzad
All eyes on Rafah: But why?. The Rafah border crossing, a crucial point between Egypt and the Gaza Strip, often finds itself at the center of global attention. As we explore the significance of Rafah, we’ll uncover why all eyes are on Rafah and the complexities surrounding this pivotal region.
INTRODUCTION
What makes Rafah so significant that it captures global attention? The phrase ‘All eyes are on Rafah’ resonates not just with those in the region but with people worldwide who recognize its strategic, humanitarian, and political importance. In this guide, we will delve into the factors that make Rafah a focal point for international interest, examining its historical context, humanitarian challenges, and political dimensions.
How to Obtain Permanent Residency in the NetherlandsBridgeWest.eu
You can rely on our assistance if you are ready to apply for permanent residency. Find out more at: https://immigration-netherlands.com/obtain-a-permanent-residence-permit-in-the-netherlands/.
2. ATTORNEY DEVELOPMENT PLAN
ATTORNEY DEVELOPMENT PLAN
WHAT IS THIS ALL ABOUT?
✓ Developing talented and motivated lawyers
✓ Ensure the best attorneys stay with the firm
✓ Building a high performance culture
3. ATTORNEY DEVELOPMENT PLAN
ATTORNEY DEVELOPMENT PLAN
WHAT DOES IT TAKE?
✓ Equity member commitment
✓ Associates and Income Members have to perform
✓ Honestly evaluate performance
4. ATTORNEY DEVELOPMENT PLAN
ATTORNEY DEVELOPMENT PLAN
HOW IS IT ACCOMPLISHED?
✓ The right recruiting strategy
✓ The right evaluation and feedback systems
✓ Priority training and development (the best and the rest)
5. ATTORNEY DEVELOPMENT PLAN
ATTORNEY DEVELOPMENT PLAN
HOW IS IT ACCOMPLISHED?
✓ Short and long term incentives
✓ Placing the right people in the right roles
✓ Advancement criteria
7. ATTORNEY DEVELOPMENT PLAN
EVALUATION AND FEEDBACK
SUBJECTIVE CRITERIA
Quality of professional work
Client relations and service
Personal development
Business development efforts
Profile building
Administrative compliance
Training and teaching
Firm values
8. ATTORNEY DEVELOPMENT PLAN
EVALUATION AND FEEDBACK
OBJECTIVE CRITERIA
Billable hours
Timekeeper profitability
Business credit
Managing/billing profitability
Originating profitability
9. ATTORNEY DEVELOPMENT PLAN
EVALUATION AND FEEDBACK
REWARDS
SUBJECTIVE OBJECTIVE
More salary emphasis Less salary emphasis
Less bonus recognition More bonus recognition
Equal Advancement weight Equal Advancement weight
BUILDING LONG TERM VALUE PROFIT CONTRIBUTIONS
10. ATTORNEY DEVELOPMENT PLAN
EVALUATION AND FEEDBACK
DATA COLLECTION AND ANALYSIS
Online Form - demonstration
Grading Scale
Practice Level
Performance Measures
14. ATTORNEY DEVELOPMENT PLAN
PRACTICE PLANNING PROCESS
WHAT IS A PRACTICE PLAN?
Non billable time investments
General investments
Firm specific investments
15. ATTORNEY DEVELOPMENT PLAN
PLAN DEVELOPMENT CONTEXT
Years 1 – 5 heavily influenced by the members
After year 5
Attorney choices aligned with the firm’s opportunities
Personal choices balanced with the firm’s needs
As a lawyer matures, more latitude is afforded
PRACTICE PLANNING PROCESS
16. ATTORNEY DEVELOPMENT PLAN
PLAN DEVELOPMENT CONCEPTS
Shared vision of success
Train associates to view career strategically
Focus efforts according to potential
PRACTICE PLANNING PROCESS
17. ATTORNEY DEVELOPMENT PLAN
SAMPLE PLAN REVIEW
Economic summary – sample plan
Plan detail
Frequency
PRACTICE PLANNING PROCESS
18. ATTORNEY DEVELOPMENT PLAN
PRACTICE PLANNING PROCESS
FREQUENTLY ASKED QUESTIONS
Do people really do this?
Are there any compensation guarantees?
Is compensation based on these plans?
What if I do not participate?
25. ATTORNEY DEVELOPMENT PLAN
PROMOTION TO INCOME PARTNER
COMMON CRITERIA
Minimum of 5 years with the firm
Ability to grow existing firm business
Bar or civic association leadership
Speaking and publishing success
26. ATTORNEY DEVELOPMENT PLAN
PROMOTION TO INCOME PARTNER
COMMON CRITERIA
Recruiting support
Composite score of 4.0 on a 5.0 scale
Ability to leverage other lawyers and paralegals
Economically viable
27. ATTORNEY DEVELOPMENT PLAN
INCOME PARTNER TO EQUITY PARTNER
COMMON CRITERIA
Continued satisfaction of income member requirements
Annual originations of $350,000
Newly originated recurring billings of at least $75,000
29. ATTORNEY DEVELOPMENT PLAN
ORIGINATION FUNDAMENTALS
BOOK OF BUSINESS DEFINED
Business originated and controlled
Inherited business trough a succession or strategic plan
Certain client sharing credits
30. ATTORNEY DEVELOPMENT PLAN
BOOK OF BUSINESS DOES NOT INCLUDE
Business without opportunity cost
ORIGINATION FUNDAMENTALS
31. ATTORNEY DEVELOPMENT PLAN
COMPONENTS OF A SAMPLE BOOK
Business that you originate should be at least 50%
Business that you inherit or share in 45%
Nominal client credits from other partners 5%
ORIGINATION FUNDAMENTALS
32. b r i a n @ p e f o r m l a w . c o m
PerformLaw.com
Editor's Notes
What do we have to do together?
The members of the firm are committed to providing each attorney with the training, feedback, mentoring and incentives to perform at a very high level
The associates in turn will be expected to perform at very high levels and to prepare themselves for increased responsibility
The evaluation and feedback system
Please review the evaluation form being passed out
Grading scale
Excellent
Exceeds expectations
Meeting expectations
Below expectations
Unacceptable
Overall practice level
Overall practice level
Novice
Intermediate
Advanced
Expert
Specific performance measures – all
Quality of professional work
Client relations and service
Personal development
Business development efforts
Profile building
Training and teaching
Administrative compliance
Firm Values
The evaluation and feedback system
Each attorney will have be given a summary of their evaluation scores in each area
Each attorney will be given the opportunity to review the actual evaluation forms complete with written comments
Each attorney will participate in at least an annual detailed evaluation meeting with one or more of the equity members
These evaluation meetings will provide an opportunity for structured feedback
The evaluation and feedback system
Important points
Scores lower than a 3 are an issue
As you will see later, to progress to Junior Membership, you must have a composite score of 4.0 of a 5.0 scale, with no grades lower than 3.0
As you become more experienced, the tougher and more comprehensive the evaluation scope
For example, in the beginning years of your practice several areas will be graded as NA, which has no effect on the evaluation
What is a practice plan?
A plan to focus investments of non billable time on those activities that will create the most value for the associate
General investments
Time investments that are good for all lawyers
Firm specific investments
Time investments of particular value to the firm
How is a practice plan prepared?
In the early years of an attorney’s ATTORNEY, the plan is guided mostly by the members of the firm
As an associate becomes more experienced, the substance of the plan is more heavily influenced by the associate
ATTORNEY choices based on the firm’s opportunities
Personal choices balanced with the firm’s needs
How is a practice plan prepared?
In the early years of an attorney’s ATTORNEY, the plan is guided mostly by the members of the firm
As an associate becomes more experienced, the substance of the plan is more heavily influenced by the associate
ATTORNEY choices based on the firm’s opportunities
Personal choices balanced with the firm’s needs
What is the practice planning process?
Review sample practice plan
Economic summary
Planned billable expectations
Hours
Billings and realization
Collections
Other firm specific economic measures
Review sample practice plan
Review at meeting
General notes
Not all of the activities will be priorities at all times in your ATTORNEY and may vary among associates depending upon individual talents and firm needs
Generally, as you become more experienced, you plan contains more priorities
Frequently asked questions
Do people really do this?
Are there any guarantees?
Do I do this even after I have my own clients and become a member?
What if I do not participate?
Bonus
A minimum of X years with the firm
An ability to grow existing firm business
Leadership in bar or civic associations, for example:
Attorney will have been published in an accredited bar journal or other publication at least once during the 5 year evaluation period
Active member of at least 1 professional organization
Conducted professional speaking engagements
Support the firm’s recruiting efforts, as appropriate
Have a composite score of 4.0 on a 5.0 scale on the previous two attorney evaluations
No grade lower than a 3 in any one area.
Managing enough business to demonstrate an ability to leverage other lawyers and paralegals
Annual billings of at least $25,000 as a billing timekeeper
Continued satisfaction of requirements of junior membership
Attainment of $350,000 in annual billings credit as originator, billing timekeeper, or as a part of client credit sharing agreement with another member, for the two years preceding advancement.
Newly originated or developed business of $75,000 (counts toward the $350,000 requirement), such new business must be recurring in nature and been attained in each of the immediate 2 years preceding advancement
Achieve consistent (2 years or more) leveraged billings of at least $100,000
Receive the affirmative vote of the Equity Members holding at least 70% of firm membership interests
What is a book of business and why is it important?
Your book includes:
Business that you originate and control
Business that you have inherited and control through a succession or strategic plan- or by accident
Business that you receive credit for within the firm’s client credit sharing system
Your book does not include:
Business that you operationally help manage for another partner who is significantly involved in the client relationship and/or cases
You may receive nominal client credit for this service
What is a book of business and why is it important?
Your book includes:
Business that you originate and control
Business that you have inherited and control through a succession or strategic plan- or by accident
Business that you receive credit for within the firm’s client credit sharing system
Your book does not include:
Business that you operationally help manage for another partner who is significantly involved in the client relationship and/or cases
You may receive nominal client credit for this service
How much business should come from each component of a book?
Difficult to answer but let’s try this:
Business that you originate should be at least 50%
Business that you receive trough a client sharing program in which another partner is active and controls the relationship should not exceed 5% of your total book (good citizen credits)
Business that you inherit or are given strategically (client or case significance) would make up the difference 45%