The 21st Annual Law Firm COO & CFO Forum Pre-Conference Workshop

As the modern workforce continues to diversify across gender, ethnic, geographical, and generational lines, entrenched employee resistance toward return-to-office plans—even if only 2 or 3 days a week—remains a challenge for many law firm leaders. Ever mindful of weighing individual concerns against broader organizational priorities, firm executives must evince empathetic leadership in moving the organization forward and ensuring that the “stickiness” of culture remains intact. This discussion ponders modern people management strategy in a hybrid environment. How are firms engineering the human side of pandemic-era work with so many disparate voices in the fold?

With hybrid or flexible working models growing increasingly popular, businesses must consider hypothetical tax and liability scenarios for remote employees. How, for example, should employers account for work completed by staff with multiple residences? What supervisory mechanisms exist to track individual performance, ensure accurate timekeeping, or assess core behaviors such as collaboration and teamwork? What happens when a remote employee is injured (or worse) while on the job? Please join us for a timely and practical conversation on how firms continue to recalibrate and adapt.

An overlooked, but no less critical, offshoot of hybrid work arrangements is the notion of equitable treatment within the organization. Throughout the pandemic, essential personnel—whether at an individual or departmental level—were expected to work from the office, even as colleagues remained productive from home. Now, as return-to-office plans swiftly mature, questions over who can or cannot work remotely is an important consideration for senior leaders. This conversation offers a frank assessment of new workplace dynamics and social strata. How can firm leaders ensure equity around core concepts such as attendance, promotions, or flexible arrangements?

In the legal profession, firmwide coaching and professional development programs almost always cater to legal personnel. But as client expectations and evolving notions of “value” continue to span core business functions such as technology, finance, project management, or marketing, the need for more formal coaching and training of professional staff is a top priority. What actions are firms taking to develop world-class business talent? What creative measures are in place to attract and retain professional staff? What does compensation look like for top performers? Join us as our distinguished panel opines.