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Key Performance Indicators for lawyer management
My last article argued that you should use Key Performance Indicators (KPIs) for managing lawyer performance. Of course, we should also do so for the business as a whole. But what should they be especially for family lawyers?
My suggestion and experience is that they can be broken down into these areas for each lawyer.
- Billing per month versus their history versus firm average;
- Fees paid in month;
- Fees past 30 days.
- Leads obtained from own activity;
- Total leads handled;
- Conversion rate versus their history versus firm’s average;
- Leads from recommendation.
- LCS complaints;
- HO service concerns for that lawyer by number;
- Client testimonials.
I suggest that is enough to manage people properly. But do let them see the statistics and involve them in what they should be. We share all lawyers' statistics with all the lawyers.
The above statistics can be relatively easily produced by a basic software system if there is proper input to it. Don't forget, rubbish in equals rubbish out!
So, how do we really involve the lawyers in these discussions instead of just telling them? I suggest this can be done by using a coaching approach and I suggest some simple methods in my next article.
Andrew Woolley is the Senior Partner of Woolley & Co solicitors which he set up in 1996 as the world's first 'virtual' lawfirm with no traditional offices but a network of home based lawyers. Click here to follow Woolley & Co on Twitter
The views expressed by contributing authors are not necessarily those of Family Law or Jordan Publishing and should not be considered as legal advice.
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