January 2022

Capital Connection is published monthly for members of the Capital Chapter of the Association of Legal Administrators to provide information for the education and benefit of legal administrators, law office managers, managing partners of law firms, and other law related associations. Capital Connection is not engaged in rendering legal, financial, or tax counseling or advice through this publication. The contents of all articles, letters, and advertisements published in Capital Connection should not be considered endorsements by the Capital Chapter of ALA nor the opinion expressed therein of any products advertised.  Contributing authors are requested and expected to disclose financial and/or professional interests and affiliations that may influence their writing position. Articles and materials accepted for publication are subject to editing by the editorial team and become property of the Capital Chapter of the Association of Legal Administrators. Links to Capital Connection may not be shared without permission from the Chapter. 
Editors: Amy Walkowiak; Emmanuel Adedigba
​Contributing Editors: Robert J. Bieber; Tania José; Jaclyn Randolph; Willie Wilson-Herring; Race Sorden
Newsletter Published By: Gabrielle Webster, MSM


In this issue:

President's Message

Robert J. Bieber

Optimal Networks ​Success Story video 

Lauren Meinecke 
 Sales and Marketing Specialist, Optimal Networks 

To learn more about Optimal Networks solutions, visit www.optimalnetworks.com.

Human Resources Community:
​HR is life! HR is life! Three leadership lessons from ‘Ted Lasso’

Michael S. Cohen 
Partner, Duane Morris LLP​

As 2021 nears its end, the prudent human resources professional will evaluate why certain initiatives bore fruit and why others simply did not. In seeking to achieve success in the upcoming year, HR would be incredibly well-served to look no further than the important lessons to be gleaned from the wonderfully compassionate world of Ted Lasso.

In recent memory, has there been a television show providing better instruction to HR leaders than Ted Lasso? Consider Ted’s eternal positivity and unrelenting empathy. The show’s introduction of Dr. Sharon Fieldstone to demonstrate the necessity of mental health awareness. The omnipresent message that agility and flexibility are paramount, especially these days, to the operation of any organization. Sure, the messages are communicated in the form of a 30-minute comedy and through the lens of an English football club, but does that render them any less relevant? Simply, no.

As 2022 approaches, invite inspiration from a nontraditional source, allow guidance by quotes from Ted Lasso, and … “Believe!” 
“If you care about someone, and you got a little love in your heart, there ain’t nothing you can’t get through together.” – Ted Lasso
Ted Lasso, more than anyone this side of Mr. Rogers, appreciates the importance of empathy. During a conversation with A.F.C. Richmond’s owner, Rebecca Welton, Ted explains that kindness and care are paramount and are powerful tools toward achievement. Ted understands a fact―yes, a fact―that is critical for all human resources leaders: Empathy is everything.

While compassion has always been an essential trait of an HR leader, given the realities of the pandemic and the fear and confusion with which people have lived in the midst of constant uncertainty, HR’s consistent demonstration of empathy has never been more important. There must be ongoing behavior and demonstrable acts engaged in with consistency and with the employees’ best interests at heart.

However, according to Forbes, new research demonstrates that CEOs and team leaders have difficulty with empathy. In fact, a May 2021 Paychex survey revealed that low team morale more than doubled during the pandemic, over half of organizational leadership does not acknowledge stress or work burnout, and less than half of managers encourage or allow venting or talking about work frustrations, notwithstanding their curative effects.

HR leaders absolutely lead the way and engage in actions that employees not just seek, but need. Embrace simple tasks like regular check-ins and expressions of gratitude, even for more routine tasks. Take measured and disciplined steps to inspire calm among your constituency. If you maintain composure even in the face of a constantly changing work environment, your employees similarly will resist the urge to go from zero to plaid every time something goes sideways. Recommend that organizational leadership seriously consider increasing flexibility for employees, even as many are returning to the office or workplace.
​
The combination of which Ted speaks, concern for our people and empathy in our thoughts and in our actions – take it to heart and we really can accomplish anything.
“I want to share with y’all the truth about my recent struggles with anxiety. And, well, my overall concern about the way we discuss and deal with mental health in athletics.” – Ted Lasso
Originally Appeared in Human Resource Executive (12/13/21)

HCM Trends Legal Professionals Can’t Ignore

Susan Prebola
Campaign Write, isolved

The verdict is in—employee experience is critical now more than ever.

According to isolved’s Transforming Employee Experience Report, 92 percent of the 500 HR leaders surveyed said employee experience (EX) was a top priority for them. And for good reason—a favorable EX is what gives an organization a competitive edge in the hunt for talent, a necessity in today’s competitive job market.

Positive EX follows an employee’s journey within the organization, from attraction through separation. It’s influenced by the connection employees have with the corporate mission, the relationships they have with their colleagues and how they are compensated and rewarded.

Achieving a favorable EX is not an easy feat, especially among organizations in complex fields like the legal industry. In fact, 40 percent of employees in the legal industry surveyed in isolved’s Embracing 2022's Biggest HR Trends rated their company’s EX as poor or average.

It’s likely that many of your colleagues and clients are facing the same challenge. Fortunately, the same survey revealed that many of the year’s top HR trends will help organizations achieve better EX. We explore four:

Greater Focus on Company Culture
To nurture the EX, there needs to be an environment in which it can thrive. HR leaders are redirecting their attention on company culture since healthy culture and a favorable EX go hand in hand.

At a time when many are experiencing financial strain, it comes as no surprise that providing competitive compensation boosts culture. In fact, our research found that 21 percent of employees consider it to be the best way. Flexible working environments and better internal communications also top the list.

Nothing extinguishes company culture faster than employee burnout, which was identified as the number one threat to company culture. And it’s even more prevalent within the legal profession, with 80 percent of respondents reporting burnout over the last year (vs. 75 percent across all industries).

Key takeaway: Focus on company culture. Ensure employees are fairly compensated and provide opportunities or resources to support their mental health.

Evolved COVID-19 Protocols
The pandemic continues to impact the workplace. While we’d all like to put it in the rear-view mirror, smart HR leaders recognize there is still much to do.

Like much of the workforce, the pandemic forced the legal community to accommodate remote work. While 80 percent are still remote or hybrid, 80 percent prefer to work on-site at least part of the workweek. Moving forward as work-from-home policies are amended, HR leaders should ensure they are clearly communicated and documented in the employee handbook.

Vaccine policies in the workplace must also be closely monitored as there is still uncertainty surrounding this topic. Legal practices that lack sufficient HR support are likely to pursue expertise to help ensure compliance with these tricky regulations. Human capital management (HCM) technology options that are built to store vaccination records, policy attestation forms and other compliance documents within an employee record can help with these tasks.

Key takeaway: The pandemic continues to impact the workplace. Policies surrounding remote work and vaccines need to be monitored and communicated. HR support and HCM technology can help ensure compliance.

Reimagined Approach to Talent Acquisition
HR leaders anticipated that recruiting would be difficult in 2021 and it continues to keep them up at night. In this challenging environment, creativity is key.

One untapped area of opportunity is employee referrals. According to isolved’s Transforming Employee Experience Report, 22 percent of HR leaders identified referrals as their most valuable recruiting tool, yet only 10 percent of employees working in the legal industry have made referrals within their organizations. The reasons? Poor leadership tops the list, but 30 percent of respondents said they were unaware of open positions within their organization. This is an obstacle easily remedy through better communication.

Offering incentives may also help move the needle. A cash bonus is always a safe bet, yet those in the legal field indicated they appreciate extra paid time off too.

The application process itself may be hindering recruitment efforts as well. Forty-seven percent of employees who applied for a new job this year rated their experience as poor. A long process and lack of important information contributed to this perception. A modern talent acquisition platform can boost recruiting efforts by delivering a streamlined application process that improves the experience for candidates.

Key takeaway: Think outside of the box when recruiting. Maximize employee referrals by communicating open positions and offering incentives. Achieve simplicity in the application process.

Emphasis on Engagement for Retention
Considering the amount of time, effort, and resources it takes to make a hire, it’s in an organization’s best interest to retain and nurture talent from within. However, there is work to be done here. While engagement is critical for retention, only 9 percent of employees feel their employer prioritized it in 2021.

When asked what would engage them, opportunities to learn and collaborate topped the list. Fortunately, there are robust engagement tools on the market to help address these requests. Investing in this technology allows employees to communicate and connect. Additionally, an integrated learning management system not only satisfies employees’ need for professional development, but it also helps train staff and hone leadership skills, an area that was also cited as needing attention.

Key takeaway: Engagement is necessary for retention. Providing engagement and learning management tools engages the workforce and helps develop talent from within.

What will emerge as the leading driver of change this year? The jury is still out. However, HR professionals in the legal profession and beyond agree, focusing on these top trends will help facilitate a more positive EX.

Human Resources Community: 
​Make Them an Offer They Can’t Refuse - Tips for Hiring in a Competitive Legal Market

Trish Alatorre-Ridings
Senior Director, Trustpoint.One 

As most of us are aware, we are living in unprecedented times. The global pandemic has shifted employer-employee expectations across almost all industries. “The Great Resignation,” and the general reevaluation of work for many professionals, has impacted the delicate balance of economic power and negotiation that takes place during the hiring process.

Law firms are not immune to the forces driving change in today’s competitive market for talent. Hiring practices and what typically worked in the past to attract and retain talent - especially in big law - have changed. Firms need to be poised to address these changes and be prepared to make stronger offers to attract the right talent. 

The hiring process has always been predicated on a power dynamic between two parties, but in today’s landscape the onus is on the law firm to appeal to the candidate - not the other way around.

There are several actions hiring managers and firms can take to ensure they are positioning themselves as an attractive potential employer, while also delivering a positive candidate experience, from initial conversation through an acceptance of an offer.

Understand What is Important to the Candidate

Many of today’s candidates are looking for more than just strong financial compensation. While money is still paramount, it is also vital to initiate a conversation about what other factors matter to a given candidate. This demonstrates a willingness to understand what is uniquely important to that person and what they value from you, their potential employer.

As is likely no surprise, more and more candidates are asking about work-life balance. They want an open discussion about how work hours are structured and if there are opportunities for hybrid work, flexible hours, or paid-time off, etc. Some of the more traditional white-shoe firms have had to greatly adjust their policies regarding hybrid or work from home, primarily due to the Covid pandemic.

Additionally, today’s workforce wants to work for an employer whose overall values, culture and mission align with theirs. 

“It’s really important for firms to be able to express and articulate their “cultural DNA,” if you will,” says Trish Alatorre-Ridings, Sr. Director of Business Development at Trustpoint.One. “There are all sorts of assets that firms may take for granted - such as mentoring opportunities, career progression, community and volunteer initiatives - that are appealing to potential hires. These are the types of values that can move the needle for candidates.”

Manage and Market the Firm’s Brand to Appeal to Talent

Every law firm, organization, or practice has a story to tell about themselves. You should be prepared to share and sell the story of your firm - how it was founded; by whom; when, etc. Long, illustrious firms with impressive clients have a strong story to share, and should incorporate that history into their brand as a desirable place to work. 

Or, perhaps your firm has a stable of very talented leaders or partners that you can sell to prospects? Quality leadership is something to value and message to potential hires.

Be upfront about your brand’s value. If you have represented impressive clients and won big cases, showcase those wins - it’s appealing to work for the best in a given field. Or, if your firm, for instance, has a positive or strong reputation in your local community or has done consistent charity work, highlight those aspects in the hiring process.

Many of today’s younger generations are particularly interested in ES&G (environmental, social and governance) initiatives, and really want to know if an employer has a plan for those in place. If your firm has other social or sustainability-driven programs, be sure to mention those. Again, if compensation is not the deciding factor for a candidate, many of these other “intangibles” could be the one that compels a candidate to accept your offer.

Don’t Drag Your Feet - Make the Offer Sooner than Later

Finally, the average hiring cycle - from start to finish - has gotten much shorter. What used to be drawn out over a 60-day or even 90-day hiring process, has been truncated. Today’s candidates are likely fielding multiple offers, cross-comparing and moving quickly. 

Try to proactively plan and act on setting up timely internal interviews. Gather the necessary feedback and extend an offer before your chosen candidate has a chance to move on. And if you find someone who really fits the qualifications, a signing bonus remains a hot incentive.

Evaluating and adjusting the traditional way of hiring to accommodate the demands of today’s market will position your firm for a brighter, better future with the right talent in place.

January 2022 Diversity Observances

​Click here to view the full list of January observances

Administrative Committees

Communications and Media Relations
As members of the Newsletter and Media Relations Committee, Chapter members participate in producing the award-winning Capital Connection. Members gather to brainstorm new ideas for editorial themes for upcoming editions. The newsletter reports Chapter business activities such as Community and Committee news and provides information about upcoming educational and other events. It also includes articles of interest to members and other legal management personnel, collected, authored and/or edited by members of the committee. This committee also works with other legal associations and the media to ensure that ALA and the Capital Chapter are represented in the legal industry.

Contact:  Amy Walkowiak (Chair), [email protected]; Emmanuel Adedigba (Co-Chair), [email protected]
​
Diversity, Equity & Inclusion
The mission of the Diversity, Equity & Inclusion Committee is to advance the concepts of inclusiveness and acceptance in every organization by providing all Chapter members with information so that they can merge these concepts with their firm's policies, procedures, culture, and relationships to be more equitable and inclusive.  We not only strive to raise awareness, but also to increase our sensitivity in the areas of diversity, equity and inclusion and more closely reflect the diversity of our community at large. Having a more inclusive and diverse legal community will improve the quality of our organizations’ workforces and respond to our clients’ requirements for diversity. The DEI Committee meets on the first Wednesday of each month and we welcome all members to join us for discussion on how to further our mission in our firms and in our Chapter.  
 
Contact:  Angela Tyson (Chair), [email protected]
Salary Survey
The Salary Survey Committee is responsible for maintaining, updating and running the local survey each year. They review the positions listed, the job descriptions, and the benefits questions to ensure that the survey remains relevant to the end users. The members of the committee also promote the survey within the Chapter to stimulate participation. 

Contact: Herb Abercrombie Jr. (Chair), [email protected]



​

Member Experience
The Member Experience Committee will establish a welcoming environment for new members to be integrated into the Chapter through a formal Ambassador Program. Ambassadors will provide support and guidance to new members through their first 12 months of membership, ensuring new members realize benefits of membership and become ambassadors of the Chapter. If you would like more information and/or are interested in becoming an Ambassador, please contact the Chair or Co-Chair.

Contact: LaVerne Anenia (Chair), [email protected]; Kim Santaiti-Potter (Co-Chair), [email protected]


Educational Communities

Small Firm and Branch Office Administrators
The Small Firm and Branch Office Administrators Community focuses on a broad range of topics of interest to local administrators who must coordinate with other offices of their firms, as well as to provide administrators of law firms with 35 or fewer attorneys educational opportunities through vendor presentations, idea sharing and open forums specifically designed for those who work in smaller firms.. The Community's monthly luncheon meetings, held on the fourth Tuesday of each month at 12:30 pm, provide a venue for members to discuss issues of common interest, share ideas, and network. Members are encouraged to raise topics and to recommend speakers. 

Contact: Starr Pratt (Chair), [email protected]; Lodora Barnes (Chair), [email protected]
Listserv: [email protected] and [email protected]
​
​
Legal Operations
The members of the Legal Operations Community represent a cross section of legal expertise from functional administrators to branch office managers. The Community meets on the second Thursday of each month at noon. We welcome all members to join the section, especially if you are an administrator in a small law office and you have to wear multiple hats. We can provide you with many best practices to run your operation smoothly.

Contact:  Janelle E. Rynes (Chair), [email protected]
Listserv: [email protected]
Human Resources
The Human Resources Community operates as a venue for educational information on global human resources issues.  While the Community is mostly comprised of HR professionals, any member is invited to participate in the meetings which typically take place on the second or third Wednesday of each month.  The meetings feature industry speakers or roundtable discussions on topics such as recruiting, benefits, strategic planning, performance management, career pathing, retention and other matters of interest.

Contact: Brenda Simoes (Chair), [email protected];  Julie Hooper (Co-Chair), [email protected]
Listserv: [email protected]

​

​
Next Generation Leaders
The mission of the Next Generation Leaders Community is to support our next generation of leaders and close the gap faced by our association and the legal industry as a whole by providing a community for Millennial legal managers and new managers in the legal field with a focus on mentoring, education, and networking. To accomplish this goal, the section hosts monthly meetings, pop-up events, and educational sessions, and provides 2-way mentoring opportunities. 
​

Contact: Ana Sobalvarro (Chair), [email protected]
Listserv: [email protected]