Case Study How This Multi-Disciplinary Law Firm Uses Altitude To Attract Top Talent


Our client is a multinational law firm with offices on four continents. This particular office, located in a major Canadian city, has a staff of about 500 lawyers and support staff.

The firm was experiencing difficulties in attracting top talent, primarily due to its location. The firm’s offices were located far from the city’s financial core, which meant that lawyers and employees needed to travel long distances to meet clients and attend court.

In order to remain competitive and attract the best talent, the firm explored several options for relocating its offices. Several new office towers had recently been completed in the heart of the financial district, but the cost of leasing space there would have been prohibitively expensive.

Then they came up with an innovative idea: they would build their own office tower in a less expensive part of town, but make it attractive by providing amenities that no other employer could match.

They decided to construct an office tower with a rooftop helipad. This would allow employees to be transported directly from their homes or hotels to the office building without having to travel through traffic-choked streets. It would also enable them to visit clients anywhere in the city without having to travel by car or helicopter at all.

The helipad was built atop a 26-storey

Some might think the whole point of being a lawyer at a top firm is to work your tail off, get paid well and reap the rewards. But how do you attract top talent if you can’t offer a cool office space with perks? These two young partners found out how to do it by installing an outdoor helipad on their office roof.

While most law firms in London are competing for the best lawyers by offering higher pay, better benefits and more money, this pair of partners thought outside the box. And now they have the lowest turnover rate in their industry.

According to a recent study, helipad has the highest rate of retention among employees in the nation. It’s also one of the most profitable law firms in the country, and it’s been named one of the best companies to work for by Fortune magazine for seven years in a row.

According to a recent study, helipad has the highest rate of retention among employees in the nation. It’s also one of the most profitable law firms in the country, and it’s been named one of the best companies to work for by Fortune magazine for seven years in a row.

According to a recent study, helipad has the highest rate of retention among employees in the nation. It’s also one of the most profitable law firms in the country, and it’s been named one of the best companies to work for by Fortune magazine for seven years in a row.

Background

With an increasing demand for better and more efficient legal services, the first half of 2016 witnessed a considerable number of mergers and acquisitions in the legal sector. In particular, there was a marked increase in the number of U.S.-based multi-disciplinary law firms (MDLFs) acquiring smaller single-practice firms to build their capacity.

The top talent at MDLFs are not only lawyers but also other professionals such as business development and marketing specialists. For example, it is not uncommon for a large MDLF to have more than 100 employees under the title of “marketing” or “business development” (BD).

Business Development professionals play a critical role in working with partners and other staff members to leverage existing client relationships and identify new opportunities, particularly through strategic sales efforts. They help create and execute business development plans that include: researching target markets; identifying key contacts; developing sales strategies; creating custom pitches; leading pitch teams and preparing pitch materials; tracking metrics and communicating results; organizing client events; updating firm marketing collateral, websites, and social media accounts; and improving firm-wide processes for targeting clients.

To attract the best candidates, law firms need to offer a great environment, both personally and professionally. Here is

The firm’s success is grounded in its unique approach to handling complex matters for clients. The firm was founded on the belief that the best way to serve clients was to assemble a group of highly trained and experienced lawyers from diverse backgrounds who could work together seamlessly and effectively. This philosophy, which has been successful for more than 100 years, has made the firm a top-rated legal institution, not only among its peers but also among its clients.

The firm is recognized as one of the nation’s leading law firms in litigation, transactional and regulatory matters. Its attorneys handle complex legal matters and cases involving securities, intellectual property, employee benefits and compensation, corporate governance, mergers and acquisitions, and other business areas. More than half of the attorneys at Weil have been named as “Super Lawyers” by Super Lawyers magazine or in “Top 50 Women” lists by various publications. The firm has been named as a leader in several practice areas by U.S. News & World Report and Best Lawyers®.

Our client was a full-service law firm with more than 110 lawyers in four offices. The firm’s clients included large public companies, financial institutions, investors, entrepreneurs and other businesses.

The firm had built its reputation on the strength of its finance practice and its ability to attract and retain the best finance lawyers. After several years of rapid growth, it had become clear that the firm needed to invest in a more sophisticated approach to marketing and business development.

Step 1: Altitude helped develop key messages that differentiated the firm from its competitors and articulated the value it offered clients. These messages were then incorporated into all marketing materials and client communications.

Step 2: Working closely with the partner in charge of business development, Altitude helped plan and implement a comprehensive business development program for the finance group that included cross-selling programs, high-impact client events, speaking engagements and thought leadership initiatives.

Step 3: A strategic planning process was implemented, which allowed the firm to conduct annual reviews of its businesses to identify new opportunities for growth and areas where it could adapt its services to better meet clients’ changing needs.

The firm was founded in 1957 by (name). He had previously been a partner in the firm of (name) in Boston. He had handled a wide range of cases – including eminent domain and land use cases – for municipalities, developers, landowners and others.

In 1981, the firm expanded to include attorney (name), who brought a background in real estate development, construction law and litigation. For more than 30 years, he represented many of the region’s largest developers.

Attorney (name) joined the firm in 1992. She has focused her practice on condominium law, land use and zoning law and other real estate matters. She is one of the few attorneys who has successfully argued cases before the state’s highest court involving condominium law. Attorney (name) is also certified as a mediator by the Massachusetts Bar Association.

Attorney (name) joined the firm in 2003. A former Assistant District Attorney for Bristol County, he focuses his practice on personal injury cases involving automobile accidents, slip-and-falls and construction accidents. He has successfully litigated numerous personal injury claims from inception through trial verdict at both the District Court and Superior Court levels throughout Southeastern Massachusetts. Attorney (name) has also successfully represented clients through arbitration proceedings with their insurance companies to ensure full compensation


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