November 2021

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; Builden Partners; Craig Church; Jamy J. Sullivan, J.D.
Newsletter Designed By: Jessica Davis


In this issue:

President's Message

Robert J. Bieber

​Business Partner Success Stories

Builden Partners is changing the way law firms think about legal marketing to help them better engage with clients, prospects and talent. As seasoned legal marketing consultants, we apply process-driven marketing services and strategy approach to all engagements. For global law firms, we are the go-to team to run marketing and business development projects when internal teams are stretched too thin or do not have the right skillset to conceptualize and execute solutions. For midsize law firms, we implement our Marketing Infrastructure Model to ensure firm news becomes a touchpoint for new business opportunities, freeing attorneys up to do what they do best.

High Hygiene Expectations at Work: Are You Meeting Them?

Craig Church
Vice President Sales, Miller's Supplies at Work

​Employees Look for Pandemic Hygiene Protocols to Become Permanent
During the height of the COVID-19 pandemic, Americans were made keenly aware of the significance of hygiene. Seemingly simple, everyday actions—frequently washing hands, using sanitizers, cleaning surfaces and the refraining from social norms (such as shaking hands)—had to be adapted almost religiously to guard against contagion.

We can safely say such practices went a long way in helping contain the spread. What is interesting, however, is that after 18 months of incorporating these practices into our daily lives, they’ve become habits. A diehard habit.

 Enhanced Hygiene is Here to Stay 
Revealed in a survey by Essity, a leading global hygiene and health company, 84% of Americans are likely to continue the enhanced hygiene protocols—even after the pandemic has long receded in the rearview mirror. Beyond the homestead, 86% of Americans are expecting these hygienic practices to be maintained at all the public places they are starting to revisit: Healthcare facilities. Restaurants. Hotels. Theaters. Fitness centers. Retail stores. Sports arenas. Museums. But after having worked remotely for more than a year, 65% of employed Americans remain concerned about the cleanliness and hygiene of the office when they return.

What Employees Want
Getting employees back to the workplace has been presenting a challenge in industries and facilities across the board. Whatever concerns employees may harbor, a hygienic work environment need not be one of them.

Fortunately, that is one of the easiest concerns to overcome. It’s a matter of mindfulness: understanding what employees are expecting, continually staying in touch with them about those expectations, addressing them to their complete satisfaction, and always being open to suggestions. 

The heartening news is, 84% of Americans who’ve worked in an office previous to the pandemic have good faith that their employers will be creating a clean, safe environment for them. Even so, 58% would like to see an increase in the implementation of cleaning and sanitizing practices. Taking their cues from COVID-19, here are some of the measures employees would like to see:

 Increased cleaning, sanitizing, and disinfecting.
The differences are important to note:
  • Cleaning removes dust, debris, and dirt from a surface by scrubbing, washing, and rinsing.
  • Sanitizing reduces the bacteria identified on the product’s label on surfaces.
  • Disinfecting destroys or inactivates both the bacteria and viruses identified on the product’s label (like influenza and rhinovirus) on hard, non-porous surfaces.

Hand sanitizer stations. These could be placed outside restrooms, in breakrooms, near elevators, in kitchens, at cafeteria entrances, near cash registers, at building entrances, and in lobbies—to name a few.

Hands-free restroom fixtures. Think motion-activated paper towel and soap dispensers. Employees and guests also appreciate the placement of an open trash receptacle by the restroom door when exiting, so they can touch the door handle with a paper towel and then easily drop it in the trash.

Increased communication and signage on safety and cleanliness protocols. Straightforward or expressed with humor, informing employees of what is being done in the name of safety will allay concerns. Also, gentle reminders of how employees can maintain a clean, safe workplace help to reinforce best practices and ensure that everyone is doing their part.

Higher-capacity paper towel dispensers in common areas and in bathrooms. Spills and messes can happen anywhere in an office, from the bathroom to the conference room, to one’s own desk space. Having enough paper towels handy means having one less stressor.
 
Yes, old habits can change!
Of the many things COVID has spotlighted, it’s one’s own pre-pandemic behavior. Personal hygiene habits, for better or for worse, were brought into sharp relief. Changing those old habits may have been a bit of a nuisance at first, but it was quickly realized to be a very small price to pay if it meant preventing not only oneself from contracting the virus, but also family, friends, and colleagues.

 In the aftermath of the pandemic, most reassuring is how those good habits are being carried through into the workplace. As employees return to the office, they take notice of positive changes in their co-workers’ behavior, engendering an “all-in-this-together” vibe as everyone does their due diligence in maintaining a healthy, safe environment for one another. Impressive stats support this:  
  • 57% are using hand sanitizer more often
  • 53% are washing hands more frequently
  • 51% are not engaging in the once “automatic” gesture of shaking hands
  • 41% are sanitizing and 37% are washing their hands after coughing or sneezing
  • 36% are washing or sanitizing their hands after touching public surfaces, with 35% washing hands for a longer duration 
  • 34% are wearing gloves to touch public surfaces 
  • 31% are drying hand with a towel/paper towel vs. air drying 
  • 30% are using other objects to touch public surfaces (elevator buttons, keypads, etc.)

2022 Forecast: In-Demand Practice Areas and Jobs

 Jamy J. Sullivan, J.D.
Executive Director, Robert Half

2022 looks to be a year of intense competition in the hiring market as law firms and legal departments pivot from pandemic survival to long-term growth. What does this mean if you’re planning to expand your team? Here are some of the key insights into employment market trends outlined in the 2022 Salary Guide from Robert Half. 
 
Most in-demand practice areas 
The biggest challenge facing hiring managers is the lack of available talent. Law firms are eager to hire people with experience in: 
  • Commercial law 
  • Litigation 
  • Real estate law 
  • Intellectual property 
  • Family law 
 
Corporate legal departments are also growing, particularly in the financial services, government, healthcare and technology sectors. These teams need professionals with backgrounds in: 
  • Compliance 
  • Contract management 
  • Corporate transactions 
  • Labor and employment 
  • Mergers and acquisitions 
 
Most employers are seeking midlevel legal professionals with three to five years of experience. 
 
Average salaries 
In this candidate-led market, it’s not surprising that starting salaries* continue to rise for most positions. Here are average starting salaries at the midpoint range or 50th percentile for some common roles in the legal field: 
 
  • Law firm lawyer (4-9 years of experience): $120,000 
  • In-house counsel (4-9 years of experience): $122,500 
  • Paralegal (4-6 years of experience): $63,750 
  • Contract manager (4-6 years’ experience): $75,250 
  • Compliance manager (7-9 years’ experience): $100,250 
 
To find salaries for other positions, go to the “How much should I earn or pay?” section of the guide and type in the position of interest to you. To fine-tune national salary ranges for your specific location, type in your city or the city nearest you. The ranges that result include a consideration regional cost of living, talent availability and other factors. You can also use the Robert Half 2022 Salary Calculator to benchmark average salaries in your area. 
 
* The range listed for each position reflects the average starting salary only, meaning the salary a job candidate at any level receives upon starting a new job. Bonuses and other forms of compensation, such as retirement packages, are not taken into account.  
 
4 significant hiring trends for 2022 
 
1.    Digital skills are essential 
COVID-19 transformed the legal field, and many depositions and hearings will continue to be held virtually. However, the need for legal professionals to be tech savvy long predates the pandemic, and candidates should be able to demonstrate proficiency in digital tools like litigation software, practice management systems and e-filing. The most sought-after professionals will also have ideas on how to use tools like artificial intelligence and machine learning to provide a better client experience. 
 
2.    Large firms are looking at mergers and partnerships 
Larger law firms are seizing opportunities to grow their business quickly. They are doing this through lateral partnerships with other firms operating in another type of law. This approach allows both firms to enhance their books of business and offer a comprehensive service to clients. Big firms are also putting pressure on smaller regional outfits by recruiting their brightest legal professionals. This will make it more challenging for smaller firms to attract and retain talent. 
 
3.   In-house legal teams expand skills with contract professionals 
To meet rising workloads, corporate legal departments may need to hire legal professionals on a contract basis who can fill the gaps and hit the ground running on new projects. On certain initiatives, this may include contract talent with expertise unavailable in-house. 
 
4.   Legal support staff need to be well-rounded 
In addition to conducting case research, managing online calendars and drafting legal documents, legal support professionals need to host video meetings and assist with automated client management and billing systems. 
 
Increasingly, a key attribute for professionals in all legal roles is adaptability. The legal profession has gone through profound changes over the past two years, and 2022 could be just as unpredictable. 
 
Jamy Sullivan is executive director of the legal practice at Robert Half, a premier provider of talent and consulting solutions for a wide range of initiatives in the legal field, including compliance, contract management, data privacy, litigation support and more. Visit RobertHalf.com.

November 2021 Diversity Observances

November is National Native American Heritage Month, which celebrates the history and contributions of Native Americans.  
November is National Family Caregivers Month, proclaimed in 2012 by former President Barack Obama. It honors the more than forty million caregivers across the country who support aging parents, ill spouses, or other loved ones with disabilities who remain at home.  
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Click here to view the full list of November 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), awalkowiak@perkinscoie.com; Emmanuel Adedigba (Co-Chair), EAdedigba@zuckerman.com
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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), atyson@axinn.com
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), HAbercrombie@jenner.com



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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), LaVerne.Anenia@dbr.com; Kim Santaiti-Potter (Co-Chair), kim.potter@alston.com


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), spratt@ftlf.com; Lodora Barnes (Chair), lbarnes@sheppardmullin.com
Listserv: branch@lists.alacapchap.org and smallfirm@lists.alacapchap.org
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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), janelle.rynes@arentfox.com
Listserv: legalops@lists.alacapchap.org
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), bsimoes@reedsmith.com;  Julie Hooper (Co-Chair), jhooper@gibsondunn.com
Listserv: hr@lists.alacapchap.org

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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. 
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Contact: Ana Sobalvarro (Chair), asobalvarro@bomcip.com
Listserv: nextgen@lists.alacapchap.org