TRANS-

FORMING HR
IN LAW FIRMS:
FROM PITFALLS TO
PROGRESS

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P A R T N E R S ' P I T F A L L S

MISALIGNED
PRIORITIES
FOCUS ON BILLABLE HOURS
AND CLIENT WORK
OVERSHADOWS HR'S
STRATEGIC VALUE

Resolution spoiler:
Integrate HR objectives
within the core
business strategy,
treating HR as a key
player in legal success

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P A R T N E R S ' P I T F A L L S

HR UNDER-
APPRECIATED
HR IS OFTEN SEEN AS
PURELY ADMINISTRATIVE,
NOT AS A STRATEGIC
PARTNER

Resolution spoiler:
Elevate the role of HR
from administrative to
a strategic partner,
highlighting its impact
on organizational
success

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P A R T N E R S ' P I T F A L L S

RESISTANCE
TO CHANGE
TRADITIONAL FIRM
CULTURE CAN BE RIGID,
RESISTING MODERN HR
PRACTICES

Resolution spoiler:
Cultivate an innovative
mindset, welcoming
HR-driven
improvements, incl.
digital transformations

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P A R T N E R S ' P I T F A L L S

COMMUNICATION
BARRIERS
LIMITED DIALOGUE BETWEEN
PARTNERS AND HR LEADS TO
MISUNDERSTANDINGS

Resolution spoiler:
Initiate collaborative
forums and regular
meetings to bridge the
gap between HR and
legal executives

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P A R T N E R S ' P I T F A L L S

NEGLECTING
EMPLOYEE
DEVELOPMENT
INSUFFICIENT FOCUS ON
TRAINING, MENTORSHIP, AND
CAREER GROWTH PATHS

Resolution spoiler:
aunch progressive
career development
initiatives that focus
on enhancing both
legal expertise and
personal growth

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H R ' S P I T F A L L S

LIMITED LEGAL
INSIGHT
HR MAY LACK UNDERSTANDING
OF THE UNIQUE DYNAMICS IN
A LEGAL ENVIRONMENT

Resolution spoiler:
Undertake specialized
training in legal sector
dynamics to refine HR
approaches specific to
law firms

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H R ' S P I T F A L L S

GENERIC
STRATEGIES
APPLYING BROAD HR
SOLUTIONS WITHOUT
TAILORING THEM TO LAW
FIRM SPECIFICS

Resolution spoiler:
Develop bespoke HR
solutions that are
specifically designed
for the unique
environment of the law
firm

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H R ' S P I T F A L L S

INADEQUATE
ENGAGEMENT
STRATEGIES
STRUGGLING TO ENGAGE
AND MOTIVATE LAWYERS
WITH DIVERSE INCENTIVES

Resolution spoiler:
reate tailored
engagement plans that
align with the distinct
motivations and
aspirations of legal
professionals

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H R ' S P I T F A L L S

IGNORING
FIRM
CULTURE
FAILURE TO ALIGN HR
PRACTICES WITH THE
FIRM’S ESTABLISHED
CULTURE AND VALUES
Resolution spoiler:
Design HR strategies
that are in harmony
with the firm's
established ethos and
values

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H R ' S P I T F A L L S

OVERLOOKING
MENTAL
HEALTH
NOT ADEQUATELY
ADDRESSING THE HIGH-
STRESS ENVIRONMENT AND
ITS IMPACT ON WELLBEING
Resolution spoiler:
Implement a holistic
wellbeing program
focusing on stress
management and
emotional support for
legal teams

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T H E B I G G E S T C H A L L E N G E

GREY AREAS
IN POWERS &
RESPONSIBILITIES
BETWEEN PARTNERS AND
HR-PROFESSIONALS

Resolution spoiler:
Choose your model of law firm
business support and stick to it in
your actions

See Iryna Nikitina (2023). 5 keystones to build

efficient business support operations for your law
firm in
Norman K Clark on behalf of the International Bar
Association (2023). Good Governance in Law Firms:
A Strategic Approach to Executive Decision Making
and Management Structures. Second Edition. ISBN-
13: 978-1787429345

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S K I L L S E X P E C T E D
O F H R B U S I N E S S
P A R T N E R

IN ADDITION TO
CORE HR SKILLS
· an advanced level of
understanding of law firm
economics including advanced
skills of financial analysis and
forecasting;
· an understanding of the main
components of the legal project
management;
·risk management in the special
business environment of law
firms; and
·a practical understanding of how
to build and support resilience in
organisations.

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T R A C K Y O U R
D Y N A M I C S

DYNAMIC
ORGANISATIONAL
ANALYSIS
interplay and interaction with the
outside world (customers, competitors,
and the market in general), can be
divided into 4major groups:
· organisational structure;
· organisational processes;
· organisational balances;
· organisational pulsations

Günther Mohr (2006). “Dynamic Organisational

Analysis”. International Transactional Analysis
Association, 2006

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D Y N A M I C
O R G A N I S A T I O N A L
A N A L Y S I S

ORGANISATIONAL
PULSATIONS
· external
· internal

The slightest changes in the pulse of the

external environment (clients or competitors or
both) should be recognised and transmitted to
HR professionals or by them to partners

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D Y N A M I C
O R G A N I S A T I O N A L
A N A L Y S I S

ORGANISATIONAL
STRUCTURE
· attention
· roles and role models
· relations

The task of management has been and remains

to continually watch out for the moment when
a relationship established over many years
ceases to be most effective and needs
operational change. After all, time is money,
and permanent efficiency improvement is a
competitive advantage in the market

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D Y N A M I C
O R G A N I S A T I O N A L
A N A L Y S I S

ORGANISATIONAL
BALANCES
· dynamic balance of long-term vision
and short-term tasks;
· homogeneity of vertical and horizontal
structure and culture

The first is a key and minimal requirement of a

firm’s sustainable development. The second is a
guarantee of the organisation’s integrity as a
system

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D Y N A M I C
O R G A N I S A T I O N A L
A N A L Y S I S

ORGANISATIONAL
PROCESSES
· communication processes;
· problem-solving processes;
· motivation, remuneration and
celebration of success’ processes

As paradoxical as it may sound for partners,

their influence on this part of organisational
dynamics should be kept to a minimum, and the
role of management in the dynamics should be
kept to a strict adherence to approved policies
and procedures by all employees

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T R A N S F O R M I N G H R
I N L A W F I R M S :
F R O M P I T F A L L S T O
P R O G R E S S

THANK YOU

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