With over 30 years in recruitment, we have experienced recessions, financial crises, as well as (appreciatively) booming economies. The covid 19 era has been unique in many respects but given the infrequency of pandemics, we really do not know what the future will hold. There are so many unknowns and the impact of the new reality of the last few months has taken a toll on both the personal as well as the professional front.

As legal recruiters we are in regular contact with lawyers in both law firms as well as inhouse legal departments. Our ongoing conversations with so many reflect a significant consistency in their responses to the challenge, and we share these insights into the new reality together with some best practices that have been adopted.

New Reality

While there was an initial shock at the total shutdown of their offices, lawyers quickly adapted to the “work from home” reality. There is unanimity among those we spoke with, about their working very hard, even harder than in recent times, with a productivity and efficiency they could not have foreseen. They are feeling super-productive. While working with children at home is a challenge and requires accommodation from colleagues, this is generally happening smoothly and with consideration. There was agreement that productivity increases with the lack of disruptions and distractions of spontaneous office-drop-ins. For those who work in open office concept (the subject for another article!), the online collaboration and communication is a boon. (Any prior resistance to technology adoption is now non-existent with most offices upgrading and adopting more secure platforms.) Former commute times are used for early work start times or a pre-work workout.

• Lesson learned? Technology and a short commute make you more productive! Is it time for proactive changes to the expectation for in-office presence? Will there be more support for the benefit of implementing enhanced technologies?

Intra and inter-team communication

A critical component to a successful transition to the new reality, was and is, full and regular communication with all business units, particularly from the executive team, to explain changes and priorities.

In corporate legal departments, the team is very much part of the company’s crisis planning and response team. To stay abreast of the moving landscape, Firms’ newsletters, together with advice from external counsel have been particularly helpful. The outreach to colleagues in their industry sector (i.e., increased contact within industry associations) have been good forums to discuss best practices, compliance with new legislation, etc.

• Lesson learned? The valued involvement of the legal department has enhanced the inclusion of the legal team in high level planning and strategizing

Team management

Team management has taken on a new level of appreciation for flexibility and accommodation. There is a generally accepted feeling that professionalism will guide continued reliability and accountability for timelines and deliverables. Leadership has also recognized that team members will not be 100% “on” during regular work hours. Many are encouraging, indeed insisting, that taking regular breaks from screens and calls is critical to good mental hygiene. They see signs of exhaustion creeping in. Scheduling “walking meetings” outdoors was a creative initiative mentioned!

Some have instituted a protocol that sets expectations for timely replies to messages and queries that are received at all hours of the day and night. For those who regularly travelled to clients’ and satellite offices, the connection through technology has proven to be successful. For those who used to join team meetings through speaker-phones, the nearly universal adoption of video technology has been an unforeseen benefit to connecting better and more ‘in person’.

There is no question that many miss the camaraderie and social aspect of the office environment. Some have introduced daily/weekly “social” check-ins with team members – just to chat or interact socially for a non-work connection. Some are using the technology for a social night together to play competitive team games on shared screens!

• Lesson learned? Reliability and trust replaced doubt about work from home. Despite physical distance between team members, find new ways to encourage social connections, balance, physical activity and mental health.

Onboarding and integration

This period has not put a brake on new hires and new team member integration. Most are very conscious of the need to be more pro-active in the integration process and the introduction to the work culture and colleagues – check-ins and follow-ups with new team members has now evolved to a formalized onboarding and integration plan.

• Lesson learned? Give onboarding and integration the importance they deserve, whether online or in person.

What will the RETURN look like?

While the schedule for staggered returns to the office setting have been strategized, many employees have opted to continue their ‘at home” routine. Whether out of concern for inevitable proximity and possible contagion, others are quite content to maintain the new work rhythm in their home offices. Management is generally accepting of this choice and have not set a compulsory return-to-office date.

But there is also the acceptance that the return does not mean all-will-be-as-was prior to the pandemic shutdown. Those firms and companies that were hesitant to adopt flexible work hours and ‘télétravail’ now realize that not only is this a new reality, but that it works! For most situations, there is no compelling reason to insist on regular “face-time” in the office. Employees have enhanced expectations of more flexibility in their work conditions, and potential candidates being recruited are more candid in making this flexibility a priority in their career choices.

There appears to be even more collaboration between business teams and this needs to be fostered through the continued use of technology.

• Lesson learned? Don’t worry about micromanaging employees or letting them work from home. Build in some best-practices/guidelines about “face time” in the office, but don’t be afraid that your team members will be less productive. Companies that demonstrated flexibility and appreciation for the difficult conditions during the covid era have boosted their employer branding for employee attraction and retention.

 

— Barbara Shore, President