The trouble with progress is that things actually have to change for it to happen. And, as much as we all like the idea of our careers and our market sectors moving forward, the status quo is a very comfortable place to inhabit.
Reading a recent UK report by Williams Lea Tag – Trends & Opportunities in Law Firm Outsourcing 2015-2016, it struck me that, for many law firms, outsourcing is still somewhat of a dirty word. This is understandable; the last time outsourcing was popular, it wasn’t shaped by establishing concrete ROI targets, or reinforced by a strong business case – it was simply a means to an end to cut costs. Consequently, it fell short and so the backlash began.
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But, given the unprecedented changes occurring in our sector and, according to the report, the ongoing need for increased efficiencies, improved processes and workflows matched by cost savings, outsourcing represents an intelligent solution.
For example, the survey indicates that only 39% of firms have achieved the frequently mentioned ideal secretary to lawyer ratio of 1:4, although more firms (40%) have zeroed in on 1:4 being the target ratio. However, 41% listed their target ratio as being higher than 1:4. This drive to increase the ratio is placing mounting pressure on lawyers and their secretaries, as both strive to maintain their pace of work with less resource.
This has broader repercussions than just trying to do more with less. As the secretaries’ focus is drawn across more and more lawyers, their ability to cope with more complex tasks decreases. This, in turn, can lead to a drop in service and quality. Ironically, according to the survey, one of the main reasons for a reluctance to outsource is the perceived lack of quality in production. And yet outsourcing organizations have legally enforceable Service Level Agreements, ensuring that the quality of the work remains high at all times. Conversely, in-house secretaries who are working across more lawyers are unlikely to be monitored in the same way.
But changing the secretary to lawyer ratio is less about forcing people to work harder, and more about ensuring that the business itself is working smarter. Outsourcing everything, as we know from experience, does not work, and piling work onto individuals who are already at or near to full capacity is equally ineffective.
The report suggests that a combined solution is emerging which many law firms are starting to take advantage of. The fusion of outsourcing and technology means that secretaries can use the skills they have to focus on the complex, business-critical and urgent tasks across multiple lawyers, whilst maintaining a high level of service. The more repetitive tasks are then either automated through technology or outsourced, or both.
Given that technology budgets are increasing, the survey states that it seems many law firms are already coming to the conclusion that technology will play an increasingly significant role in the legal profession. Technology is, the report states, the enabler for cost savings as firms look to improve processes and create greater efficiencies. Everything from document management to formatting to transcriptions can be time consuming and laborious for a legal secretary. By using a combination of technology and outsourcing, these repetitive tasks can be better managed, whilst simultaneously helping to cut down on overtime budgets. By empowering legal secretaries to focus on high-value tasks, it also gives them the opportunity to focus on creating and improving lawyer/client relationships, thus helping to protect and increase future revenues.
But, whilst most law firms see the advantages, many struggle to implement any changes, preferring the predictability of the status quo. Yet it’s not necessary to make sweeping, company-wide changes all at once. Smaller one-off projects to sample the outsourcing of specific tasks such as document management or template updating can be undertaken. Trials of new technology that just affect select team members who will become champion users can help develop into ultimately successful rollouts. This creates a comprehensive understanding of the advantages these solutions bring and means that solid business cases can be drawn up based on solid experience.
The key factor to consider, when it comes to adopting an outsourcing and technology approach, is to make sure it works for your organization. Every firm is different, so getting the initial ratio goals right and ensuring that the right individuals are doing the right tasks, will help you understand where the gaps are. Technology and outsourcing can then be used as an elastic resource to fill any gaps or ease any pressure points as and when they occur.
Investing time and effort in setting up the correct model for your firm will ensure progress not just for individual lawyers and secretaries, but for your client relationships, your bottom line and ultimately the organization as a whole.
Author
Head of Exigent Virtual Support and HR | Associate Director
