Room for minorities; firms advised that a diverse work force is good for business

Article Abstract:

The need for cultural and racial diversity in law firm employees was a topic at the 1992 conference of the Association of Legal Administrators. Shirley E. Dilsworth, corporate equal opportunity manager at Coca-Cola USA, stated that clients are selecting law firms with diverse employees. Christine R. Kendall, recruitment manager at Milbank, Tweed, Hadley and McCloy, described efforts at her firm to bring about more diversity, including a diversity committee, a pro-affirmative action statement to give new hires and law schools where the firm recruits, and getting women and minorities involved in interviewing.

Employment, Minority attorneys, Minority lawyers

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Leveraging isn't the problem

Article Abstract:

Leveraging has not reduced senior partner billing rates, as Michael A. Trotter has suggested. Data from 'Law Office Economics and Management' suggests a lower billing rate in 1960 than Trotter's figure of $90 per hour. Senior partner rates have outpaced inflation, and leveraging has ensured proper delegation of tasks. Current downsizing of firms and compensation complaints can be traced to mismanagement and overly high salary expectations, not leveraging.

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A formula for disaster

Article Abstract:

Leveraging, the practice of employing many inexperienced associates, has increased costs for law firms and their corporate clients. Partner billing rates have not kept pace with inflation. The practice put a premium on young attorneys, driving up starting salaries. It also put more pressure on partners to drum up business, in part to pay for their associates salaries. Thus profitability has declined as firms have had difficulty controlling costs.

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