In a fast-changing and highly competitive legal services market, bringing in outside expertise can help law firms adapt to new challenges. Like any human resource, careful selection and management will help the firm choose the right people and get the most out of them. This checklist will help you, writes Sally Calverley, director of Richmonte Wells
Using a consultancy is often a more realistic option than trying to recruit permanent talent with all the skills and experience you need. It can be particularly useful for change programs – for example, introducing new technology, advising on a new strategy or helping plan and execute a merger. A consultancy can bring in new ideas, lead the project, and help put in place the training and processes needed for the longer term.
- Define the project and the result you are aiming for. Confirm how this will contribute to your overall business objectives.
- Consider whether the firm has (or should acquire) the in-house skills to carry out part or all of the project.
- Discuss the project with the partnership, the management team and/or relevant support staff. Ask for suggestions and get their agreement to involving a consultant.
- Ask other professionals you work with to recommend a list of suitable consultants with experience of similar projects. Your local business support organisation and colleagues in any associations you belong to may also have suggestions.
- Choose a suitably skilled and experienced consultant from your shortlist and ask for a preliminary proposal based on your brief. Amend the brief to incorporate any valid suggestions.
- Clarify roles and responsibilities for the consultant, people within the firm, and any other contractors involved.
- Identify key objectives. Aim for specific, measurable targets, but leave room for the consultant to suggest alternatives.
- Prepare an outline brief summarising the project, objectives, budget, timescales and in-house resources available to the consultant.
- Clarify any constraints on the consultant: for example, budget, and restrictions on disclosing confidential information or contacting clients.
- Agree a project schedule, including project completion and interim milestones. Negotiate exit clauses for sub-standard performance.
- Negotiate fees. Consider success fees or a fixed fee and clarify exactly how fees will be earned, when they will become payable and how any expenses will be handled.
- Brief everyone involved in the project. Ensure they fulfil their responsibilities to maximise the consultant's effectiveness.
- Provide access to any necessary in-house information and resources. Make sure appropriate data protection and confidentiality agreements and processes are in place.
- Maintain regular contact with the consultant. Look for evidence of what is being done, monitor costs and review the project at each milestone.
- Watch for warning signs of any problems: for example, sub-standard work, missed deadlines or poor communication from the consultant, or low morale among the project team.
- Check that objectives have been met to the agreed standards before signing off any work or overall project completion.
"Don't let consultants dazzle you with their expertise. Judge everything they offer by how it will help the firm – if you're not sure, ask them to explain." An Expert, Position, Company/Firm (Sally's/Martyn's contact: law-firm-in-house-expert-with-experience-of-using-consultants)
"Mission creep can be a problem with consultancies – aim for a clear goal and completion date. But equally, be open to suggestions if a continuing relationship (for example, refresher training or system maintenance) could benefit the firm." t.b.c. Martyn Best, chief executive, Document Direct
See also:
- Holding effective meetings – checklist
- Managing change – checklist
- Building your team – checklist