ONE-DAY CONFERENCE

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21 NOVEMBER 2013
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LONDON
4 easy ways to register
+44 (0)20 7324 2365 events@ark-group.com www.ark-group.com Or see back page for mailing details
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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

A word from our chair...

Remuneration and
career management
strategies for law firms
presents the 7th
Manage your talent, become agile
and stay competitive in the new era of legal services
100% of past delegates would recommend this event to a colleague
A one-day intensive conference designed to
ensure you:
Market-test your reward structures
Inject agility into your partner remuneration model
Future proof your career paths
Anticipate retiring partners to plan for succession
Streamline business support
Engage your workforce with advice from a Sunday Times Top
100 employer
Challenge traditional assumptions with whiteboard thinking
Merge two distinct remuneration structures together
Manage your talent with tips from the accountancy sector
Project the impact of generational shift on your business
Aside from the longstanding debate about which partner remuneration model to
opt for, whether lockstep, merit based or hybrid, the pressures on traditional law
firm remuneration structures are growing daily.
To future proof your partner remuneration model and performance management
system, it will be essential to put them in the context of the market change
which is happening right now and to allow for the impact of generational shift.
Managing Partners 7th Remuneration and career management strategies for
law firms conference will provide you with the insight you need to tackle three key
areas of market change:
Clients are demanding lower prices for legal work which they dont mind
having completed by less qualified lawyers. This can make your classic
seniority based payscale seem expensive and burdensome. Clients
are also seeking more commercial advice from their lawyers, which
means new skills are needed, and even, new business operating
models, with commercial advisers, consultants, split out from technical
lawyers and paid according to what the market will withstand. How
can you become more agile and skill your people up accordingly?
The arrival of alternative business structures (ABSs) highlights the
limitations of the classic seniority based model, with the new corporate
businesses being able to take a more agile approach. New roles
created in ABSs also mean that new career paths will be created. What
lessons could you take from the ABS approach? How can you stop your
most entrepreneurial talent leaving to join your ABS competitors?
Mergers are being announced daily as the legal services market
consolidates, and, when two firms come together, the two
remuneration systems necessarily have to be integrated, which
can be a fraught process. The new business will also have
to combine two previously distinct career paths together. What
strategic approach should you take when your firm is merging?
Our speakers will challenge you to think about new ways that you can manage
your talent pool without saddling your firm with an unjustifiable cost base. It
doesnt need explaining that law firms are equal to their intellectual capital and
therefore to their people, but law firms have so far been slow to implement classic
talent management strategies from which the accountancy sector has benefited
for years. Hear the Global HR Director of Clyde & Co share insights from that
sector, while, the Managing Partner of
Lewis Silkin explains why their law firm
is one of the Sunday Times Top 100
Best Companies to Work For.
Allow the Chief Executive Officer of
Harper Macleod to wipe away all your
preconceptions as his whiteboard
thinking workshop session
challenges you to decide what people
management and remuneration
strategy you would start with now, from
scratch, as a brand new firm competing in the ABS era. The aim of this session is
to consider the ideal scenario in order to inform your current strategies. Following
on from that, Patricia Wheatley Burt will suggest how lawyer career paths are
likely to change in the future, and how you can prepare for this.
Edwards Wildman is a firm that has recently undergone two mergers and their
Chief Operating Officer will describe how partner remuneration and career paths
were integrated each time, while the HR Director of Weightmans will talk about
how Weightmans dealt with contractual variances and pay anomalies for both fee
earners and support staff during its recent mergers.
While many firms are strategically streamlining or offshoring their support
functions; motivation and engagement of people performing these critical roles
should not be forgotten either so the HR Manager of Edwin Coe will share
insights from its business support strategy, formulated in
response to market change.
As the baby boomers leave the
workforce, many firms will be faced
with the challenge of managing
partner retirement and will need to
put succession plans in place to
ensure continuity of service for clients.
Former HR Director of Magic Circle
firm Linklaters, Jill King, will share
her experience of planning succession
in a culture of patronage. And our panel of senior law firm Directors and Managers
will share their experiences of generational shift and the impact it is having on
their firms to help you decide how to groom and train your future talent.
With the amount of change that is anticipated in the legal sector, foresight and
preparation is everything. Although it is not possible to guarantee the future, our
research shows that firms at the leading edge of the market are already putting
strategic plans in place to adapt their business models in response to market
change and are redefining their people strategies along with them. Attend this
highly regarded conference and return ready to impress your Board and your
Managing Partner, not only with the latest people management strategies but
also with actions you can take now to ensure your firm thrives not just this year but
next year and the year after.
CONFERENCE
MORE INFO
WHY THIS EVENT?
This conference is aimed at all those responsible for determining
law firm remuneration strategies, performance management
systems; career paths; succession plans; engagement
strategies and support staff resourcing including HR Directors,
HR Managers, Managing Partners, Chief Operating Officers,
Chief Executive Officers and Finance Directors.
Who should attend?
It is no longer possible for law firm leaders and managers to
look at partner remuneration and performance; succession planning
and support staff resourcing in a vacuum. These topics must instead
be addressed in the context of the economic and structural change
that is currently and rapidly affecting the sector, including the slow
economy; client demands; market consolidation and new alternative
business structures. I am pleased to return as the chair of this
conference which 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

A word from our chair...

CPD information
Attendance at this conference qualifies for 5 hours, 15 minutes of SRA accredited CPD (at intermediate/advanced level).
To claim your hours, quote provider code: EEW/ARCL.
Practical examples of
various remuneration systems
and experiences,
particularly measuring
partner performance.
Helen Archibald,
Barlow Robbins
Found it to be very
beneficial. Common
problems have common
solutions.
Patrick Weaver,
McConnaughhay, Duffy,
Coonrod, Pope & Weaver

Past event feedback

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TEL +44 (0)20 7324 2365
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E-MAIL events@ark-group.com
CONFERENCE
AGENDA
THURSDAY 21 NOVEMBER 2013
|
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
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BOOKING REF: 1008-13b
+44 (0)20 7566 5792 publishing@ark-group.com www.managingpartner.com/bookshop
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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
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Remuneration and career management
strategies for law firms
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