Changing Role of the Professional Support Lawyer

Changing Role of the Professional Support Lawyer

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Description

No longer the preserve of large city law firms professional support lawyers (PSLs) are now an established part of the legal landscape. This expanding role must be justified with greater effectiveness and real business results. Juliet Humphries brings her invaluable experience from her former role as Director of Knowledge at Linklaters and as a consultant in the development of the PSL function to formulate the business case for the PSL role. This Report is researched and written specifically to help you: Make a comprehensive assessment of the current role of your PSLs; Evaluate how you can develop the position to deliver increased value to your firm and your clients; and Develop an effective management strategy to successfully implement these changes. The Changing Role of the Professional Support Lawyer looks in-depth at: Identifying and assessing what the 'best value' role is for your particular firm; Making the PSL role both more business-focussed and client-centric - tools and tactics that work; Fostering career development/career progression for your PSLs. What are the issues concerning training, remuneration and motivation?
Encouraging the necessary culture shift to allow room for the PSL role to grow; Measuring the success and return on investment that the changing PSL role brings to your firm; and Maximise the effectiveness of your existing resources to deliver real improvement in client service.
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Product details

  • Paperback | 113 pages
  • London, United Kingdom
  • 1906355177
  • 9781906355173

Table of contents

Chapter 1: We are where we are Law firms as know-how businesses The rise of know-how First-generation PSLs Business drivers for having a PSL Chapter 2: The second-generation PSL Internal knowledge activities Development of new legal products Strategic focus IT Management So what should I do? Chapter 3: Influences impacting on the PSL role Internal influences External influences Responding to these influences Chapter 4: Assessing the PSL role The three fundamental questions Is the PSL at the heart of the business? A possible framework Conducting a review of the PSL role Emerging PSL roles Legal specialist - 'technical guru' Thought leadership Knowledge brokers Knowledge innovators Business development PSL Learning and development/training PSL Job titles Case study - Freshfields Case study - Norton Rose Case study - Addleshaw Goddard Chapter 5: Working with others Key relationships for a PSL Making the relationships work Chapter 6: PSL roles outside of UK law firms The in-house PSL The publishers' PSL The Irish perspective Case study - A&L Goodbody The European perspective The US law firm perspective Case study - Cleary Gottlieb Steen & Hamilton LLP Chapter 7: Performance management and reward Appraisal Core competencies/skills Training and development Reward Case study - Shoosmiths Chapter 8: Career development Why a career development framework? Early career opportunities Is there a glass ceiling? Challenges posed by a career development framework Specialist roles Other benefits of having a career development framework Case study - Berwin Leighton Paisner Case study - Herbert Smith Chapter 9: Managing change Introduction The lure of the 'devil we know' The lessons of managing change The elements and phases of change Chapter 10: The PSL of the future Access to the law Standardisation/commoditisation Measuring success in law firms What might the third-generation PSL role look like? Index
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About Juliet Humphries

JULIET HUMPHRIES is an experienced professional in knowledge and information management with 17 years' practical experience. Juliet set up Pierian Spring Consulting in October 2004 and works with clients to develop and exploit their knowledge capabilities to support their business objectives. Juliet has worked with a wide range of law firms and other professional service organisations to assist them in developing and implementing their knowledge strategies. She has also worked with a number of firms on the development of the PSL role including advising on and developing assessment and career development frameworks. Prior to becoming a consultant, Juliet was director of knowledge at Linklaters with global responsibility for knowledge and information services. Juliet qualified and practised as a corporate lawyer and became one of the first professional support lawyers in London in 1990. She has a MBA in law-firm management. Juliet has written and spoken extensively on topics relating to knowledge and information management and has been actively involved in a number of working parties and research initiatives. Juliet is currently chair of the Society for Computers and Law Knowledge Management Advisory Committee and is also on the editorial board of KIM Legal magazine.
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