Introducing flexible working to a major UK law firm
| Date | 01 January 2006 |
| DOI | https://doi.org/10.1108/14754390680000857 |
| Published date | 01 January 2006 |
| Pages | 8-9 |
| Author | Anne Kavanagh |
| Subject Matter | HR & organizational behaviour |
8Volume 5 Issue 2 January/February 2006
HR at WORK
,
Short case studies that demonstrate best practice in rewards
Introducing flexible working to
a major UK law firm
W
ork-life balance has been in
the limelight recently as an
issue that affects all business
sectors and it’s now being taken more
seriously by employers.
In the legal profession, the need to
address this issue is becoming
increasingly important, due mainly to
the fierce competition for talent and
the influx of women lawyers: 60
percent of law graduates are female
and the annual growth rate of female
entrants into the profession has been
averaging 128 percent over 10 years,
compared with 26 percent for men.
Additionally, the traditional male
lawyer willing to work all hours is a
decreasing commodity.
However, recent Law Society research
found that more women in their
thirties leave the profession compared
to male lawyers of the same age – the
majority stating the reason as a lack of
work-life balance due to child rearing.
Female lawyers, especially, are looking
for evidence of genuine work-life
balance.
Flexitime options at a UK law firm
Given the demographics of the
available labor pool and the legislative
requirements to consider employee
applications to work flexibly, this firm
realized it must consider offering
flexible working. The five main drivers
for introducing such options are:
1. Reducing attrition rates
This UK law firm was suffering from low
staff retention. The cost to replace a
lawyer varies, but it’s approximately
UK£150,000 – UK£300,000. Given that
the average law firm’s annual attrition
rate is 26 percent, the costs can run high.
Another consideration is the negative
effect on client relationships due to staff
turnover, employee morale and the
ability of the firm to attract new talent.
Lawyers typically suffer high stress
levels, which can cost the firm in lost
productivity, efficiency and sick pay.
Many want to reduce commuting stress
or balance work and home life.
2. Lack of prospective partners
The firm needs to offer new
partnerships and too many of the
talented female lawyers are leaving.
Most major law firms have a split of 25
percent female partners and 75 percent
male partners. The reason for this is
cited as because the experience and
track record required for partnership
often coincides with the child-bearing
years. This sends negative messages to
female recruits who may view the lack
of work-life balance as a glass ceiling to
their career prospects.
3. Evidence of diversity
Clients have begun to look for evidence
of true diversity within the firm, not
simply an HR policy which often doesn’t
follow through. Increasing numbers of
senior female clients are asking for a
female lawyer – the firm needs to be
able to meet that client need.
4. Return on accommodation investment
Well-located offices are expensive, but
a flexible working arrangement can
reduce the amount of space required
by the firm, so increases the utilization
rates of the existing desks.
Evidence of accommodation savings
has recently been found through
research by Advanced Workplace
Associates, a specialist consultancy in
work-life balance. They found that firms
can expect to reduce their space
requirements by approximately 27
percent. Having introduced a flexible
working scheme, a large insurance
company has managed to accommodate
450 people using 300 workstations.
Working flexibly also reduces the
cost of office moves and changes as
employees can share desks and use the
space flexibly. For example, an office
with 1,000 people, with 50 percent
moved once a year and given a typical
cost of UK£400 per move, costs the firm
UK£2 million per annum due to fixed,
under-utilized work stations.
5. Maintaining high performance
The firm conducted a pilot study of one
particular department. The leader of the
pilot queried whether a heavy caseload
Anna Kavanagh, director of Time 4 Balance, a flexible working consultancy, discusses the challenges a
business can face when introducing a work-life balance option to its employees.
To continue reading
Request your trial