MARCH / APRIL 2019 ISSUE FOR THE GREATER ......Rojas Welcome to our Incoming Board Front Row:...

ADMINISTRATOR’S ADVANTAGE

MARCH / APRIL 2019 ISSUE FOR THE GREATER CHICAGO CHAPTER OF THE ASSOCIATION OF LEGAL ADMINISTRATORS

40YEARS

ADMINISTRATOR’SADVANTAGE

LEGALINDUSTRY

ISSUE

The Administrator’s Advantage


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I recently discovered our beautiful Chicago

Riverwalk. I absolutely love it. My train comes into

Union Station and my short 2 mile walk to the office

has become a lovely way to begin the day. There are

also many places to sit and enjoy the beauty of the

riverfront. A couple of those seats will even serve you

food and drink. I encourage everybody to check this

out. If you have your electronic device, you can even

sit and read this newsletter on the Riverwalk.

And hopefully, this issue will not let you down.

We are approaching Spring as any practical law firm leader would do. We are tackling Spring

cleaning. We have tackled this from several viewpoints. We have electronic cleaning which, if

your lawyers are like mine, it is usually a battle to purge anything. And, as much as we don’t

want to see it, we should be doing some physical spring cleaning also. Our article discusses

ways to motivate your team to do just that.

Another way to do some spring cleaning is to recycle. Our article discusses the many benefits

of doing just that. Now days employees are more aware of the environment and prefer to work

with eco-friendly firms. So read this and remember your 3 R’s. Reduce, reuse and recycle.

Since this is the Legal Industries edition we get to touch on a number of areas. One item of

interest is our discussion of the different generations in legal and rethinking how law firm

workspace itself is evolving. Firms, more and more, are redesigning the traditional layout of

space and how to best utilize every square foot.

Finally, we think that legal outsourcing is an area or interest. Law Firm profit margins are

dictating that administrators find more ways to save on the bottom line. This article discusses

several methods of outsourcing from people, to support services, to actual meeting rooms and

workspaces. Let us know if you think any of these ideas resonated with you.

After you have cleaned are redesigned every part of your physical, electronic and staff with all

of our great information, take a moment to peruse Legal Levity. Our annual By-the-Numbers is

always of interest. Take a look and see how our Chapter fared numerically. Then take a minute

to learn the origin of my favorite holiday, Mother’s Day. Read about how this tradition started

and some interesting fun facts associated with Mother’s Day.

This is my last edition of the Administrator’s Advantage, but I leave you in excellent hands. Our

new editor, Betsy Kopczynksi, has great ideas. It has been a pleasure to work with my amazing

team to come up with ideas and articles that I hope have been of great interest, enjoyment and

education.

So, as I have said before, sit back and have a read. We would love to hear from you so reach

out anytime.

Sue


Legal Industry Articles

How to Inspire Your Team to Spring Clean ....................... 20By Nicole Lopez

Why Corporate Recycling Programs are BusinessFriendly ....................................................................... 21By Jim Vitiello

Onsite Outsourcing Evolution .......................................... 22By Ron Kelly and Hollie Salinas

Spring Your Firm Forward .............................................. 29By Michael Brahm

Generations in the Legal Workplace ................................ 32By Matthew Xavier

Features President’s Message . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Upcoming Events . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Business Partner Profile . . . . . . . . . . . . . . . . . . . . . . . . . 11

Bi-Monthly Recap . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

Law Firm Leaders Lunch Photos. . . . . . . . . . . . . . . . . . . . 16

Legal Levity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Member Profile. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Charity Event Photos . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

New Members . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

Got CLM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

Newsletter Editor: Susan [email protected] Newsletter Committee:

Kat [email protected]

Jane [email protected]

Betsy A. Kopczynski 312.499.1475 [email protected]

Maria [email protected]

Ana [email protected]

Design:Heiniger Design, Inc. [email protected]

Photos:Robotoaster

ALA Mission Statement: The Association of Legal Administrators’ mission is to promote and enhance the competence and profes-sionalism of all members of the legal management team; improve the quality of management in law firms and other legal service organizations; and represent professional legal management and managers to the

A Chapter of theAssociation of Legal Administrators

ADMINISTRATOR’S ADVANTAGE

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mailto:[email protected]



http://okeefe-law.com




Business PartnersThe Greater Chicago Chapter wishes to thank all of our sponsors for their generous contributions and support:

Gold Sponsors:

Next Day PlusOne LegalUPS

Silver Sponsors:Braden Business SystemsEPIQFlexManageGarvey’s Office ProductsGenesis Technologies, Inc.Keno KozieKonica Minolta Business SolutionsSkenderWarehouse Direct

Bronze Sponsors:ABA Retirement Funds

ALL-STATE LEGALAndromeda Technology SolutionsAvanti Staffing, Inc.Beacon Hill LegalBIG Construction, LLCBluelockBradford Allen Realty Services

Canon Business Process Services, Inc.CIBC Bank USACBRE, Inc.Clune Construction CompanyCoffee UnlimitedDatasource, InkEntaraExela TechnologiesFloor InnovationsGregg CommunicationsGunlockeHumanscaleICG - Interior Construction Group, Inc.Impact Networking LLCiSolvedIST Management ServicesKastle SystemsLexitas LegalNelsonNuance Communications, Inc.PerfectLaw SoftwarePorcaro Stolarek Mete Partners, LLCProven ITR-4 Services, LLC

Rippe & KingstonRisk Strategies CompanyRobert Half LegalSL PensionsSpeakWriteThe Chicag FixThe Horton GroupThompson FlanaganTuttle Printing & EngravingUnispaceWerner Printing & Engraving Co.

Advertisers Index: Braden Business Systems ................ 28Epiq ................................................... 28FlexManage ....................................... 35Garvey’s Office Products .................. 27Genesis Technologies.......................... 8Keno Kozie ........................................ 10Konica Minolta ................................... 35Next Day Plus ...................................... 2One Legal .......................................... 12UPS .................................................. 37Warehouse Direct ............................... 5


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Dear ALA members:

My term as Chapter President has come to a close, and I am reflecting on all that we have

accomplished this past year in pursuit of our goal to deliver timely and relevant professional

development opportunities to our members. The GCC Board has worked hard to keep up with

the evolving needs of the professionals who manage and lead the business functions of law

firms and legal departments.

Clients have become increasingly sophisticated about how they engage law firms, using

disciplined business models as opposed to traditional relationship-driven approaches. That

business focus requires law firms to provide more than just expert legal service. In the face

of economic and regulatory pressures, in-house legal departments need their law firms to

“provide more for less” by delivering a broader range of services, quicker turnarounds and

lower fees. Law firms must master a whole new set of competencies that have become

important to clients, such as pricing & value, client service, data security, talent management,

workforce diversity, and sustainable business practices.

Legal administrators can lead the way, as these new expectations often require a different

set of skills than what lawyers generally bring to the table. Recent industry reports indicate

that the highest performing law firms of any size – from the AmLaw 100 to small firms – are

meeting these challenges in part by employing effective and empowered legal administrators

to manage all of the firm’s business operations. As business professionals, we can seize

these opportunities to demonstrate our value by helping both law firms and corporate legal

departments successfully navigate these new challenges. The Chicago ALA community is an

ideal platform for us to learn, share ideas, and support each other in this effort. Here are some

of the ways we have tried to make a difference over the past year:

n Fees Eliminated for Educational & Networking Events – For some members whose employers would not cover it, registration costs were a barrier to attending events. We have seen an increase in attendance after eliminating these fees.

n Executive Director/COO Roundtables Meetings – We introduced these quarterly gatherings to engage an underserved segment of our community. This has been a great way to connect with some new people.

n Large Firm Director Meetings – We re-introduced these quarterly meetings, and they have been very popular.

n Secretarial Supervisors & Managers Conference – We held this half-day event in March and it received great reviews from the 65+ attendees from across the Midwest. We plan to make this a bi-annual event.

n CLM Study Group – Our Chicago Chapter CLM Study Group continues to set the standard for the entire ALA, with over 50 people participating from across the country this past year.

n New Law Office Space Tour – In July, we hosted a walking tour of six newly built or renovated law offices. This innovative event featured six of our business partners who


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ge offered their expertise and insights on law office design. It was a huge success, and we plan to use it as a model for future educational events.

n Pop-Up Educational Events – We held a couple of “Pop-Up” educational events that allowed us to deliver timely and relevant presentations on short notice. This included a presentation on the European Union’s new GDPR data security requirements, and an interactive panel presentation showcasing how several different law firms have successfully implemented financial dashboards.

n Unconscious Bias Presentation – In November, Michelle Silverthorne gave a stirring presentation to our members on how we can move beyond unconscious bias in the legal workplace.

n Morning Brews with the Board – We initiated quarterly morning gatherings where GCC members can drop in to talk to Board members over coffee, without any preset agenda. It has become a nice way for the Board to hear what is on your mind.

n Law Firm Leaders Panel Event – We hosted a terrific panel discussion on clients’ changing expectations and how law firms can react effectively.

n Administrative Support for the Chapter – We hired Inspire AMC to provide administrative support for our chapter. They will bring a level of customer service to our members that matches the standards we all have to meet for our clients. And with their expertise and assistance, we will make our volunteer opportunities more meaningful and rewarding.

n Digital Newsletter – Starting with our next issue, we will be moving to a fully digital and interactive newsletter that will be much more accessible. It will allow us to expand our presence on social media and reach a broader audience.

n Website Upgrade – This coming June we will move our website to a new platform that will be much more user friendly. It will allow for easier registration for events, and better access to information resources.

As I turn the gavel over to Laura Sears as the next President, I am optimistic about the

future of the Greater Chicago Chapter. I am confident that the Chapter will continue

to help our members keep pace with the rapid changes in the industry and deliver the

creative and innovative approaches that the law firms and legal departments will need to

succeed in the long run. We have an outstanding Board stepping in to lead the Chapter

this year. I know Laura and her team will do a great job!

Cheers,

Mike Motyka


Welcome to our Outgoing Board

Front Row: Suzanne Florez, Patricia Winter, Kat Denk, Laura Sears, Anna Sorensen, Ana Parada

Back Row: Michael Motyka, Michelle Howe, Barb Javorcic, Ken Koehn, Betsy Kopczynski, Jose Cheesman, Mary Ann Rojas

Welcome to our Incoming Board

Front Row: Suzanne Florez, Patricia Winter, Kat Denk, Laura Sears, Anna Sorensen, Barb Javorcic

Back Row: Hector Sierra, Michael Motyka, Michelle Howe, Rita Nielsen, Ken Koehn, Betsy Kopczynski, Jose Cheesman, Mary Ann Rojas

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Genesis is proud to be a Silver Sponsor for the Chicago Chapter of the ALA!We understand the legal industry generates a ton of paperwork with sensitive client information. Genesis knows that your time is better spent on casework than troubleshooting printer issues or worrying about securing sensitive information. We partner with industry leaders to provide the very best products and solutions that work for you. Here are just a few.

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Board Members & Chapter Advisors

2018-2019 Greater Chicago Chapter Board of Directors

Michael Motyka - PresidentMarshall Gerstein Borun, [email protected]

Laura Sears - CLM Vice President/President ElectRegion 3 RepresentativeGould & Ratner [email protected] 312-899-1660

Ken Koehn - Vice President Elect/TreasurerGould & Ratner, [email protected]

Jose Cheesman, CLM - SecretaryHall Prangle SchoonveldEmail: [email protected]

Betsy Kopczynski - Past President-HistorianEpstein Becker & [email protected]

Anna Sorensen - Business Partner Relations DirectorStradley Ronon Stevens & Young, [email protected]

Mary Ann Rojas, CLM - CLM DirectorPugh, Jones & Johnson, [email protected]

Michelle Howe, PHR - Communications/ Website DirectorDrinker Biddle & Reath [email protected]

Kyle Woodward - Community Relations DirectorFreeborn & Peters [email protected]

Patricia Carey - Large Firm DirectorMcGuireWoods [email protected]

Kat Denk - Membership Director/Director of Member ExperienceBryan Cave Leighton Paisner [email protected]

Rachel Benner - Mid-Size Firm DirectorGolan Christie [email protected]

Susan Burdett - Newsletter DirectorAronberg Goldgehn Davis & [email protected] 312-755-3146

Patricia Winter, CLM, CRM - Professional Development DirectorFORAN [email protected] 312.863.5006

Laura Marlin - Small Firm DirectorMiller Shakman & Beem [email protected]

Suzanne Florez - CLMSpecial Events DirectorDonohue Brown Mathewson & Smyth [email protected]

Barb Javorcic - Survey DirectorMarshall Gerstein & Borun [email protected]

Larry J. Fujara - Finance AdvisorPattishall, McAuliffe, Newbury, Hilliard & Geraldson [email protected]

Carol McCallum, CLM, Human Resource AdvisorArnett Law Group, [email protected] 312-561-5660

Lindsay Shaw, Legal Industry/Business AdvisorIllinois Supreme Court Commission on [email protected]

Tracy Gallegos - Operations/Communications AdvisorArgonne National [email protected] 630-252-4033

Ana Parada, Career Services Advisor Funkhouser Vegosen Liebman & Dunn, Ltd. [email protected] 312.701.6886
























UPCOMING EVENTS:

Your board is always hard at work planning many educational and networking events.

MAKE SURE TO CHECK THE CHAPTER WEBSITE FOR THE MOST UP-TO-DATE INFORMATION ON UPCOMING EVENTS

Large Firm Secretarial Managers/Supervisors Round tableWhen: Thursday, May 16, 2019 from 12:00 PM – 1:00 PM (CDT)Where: McGuireWoods77 W. Wacker Drive, 44th FloorChicago, IL 60601

May 2019 Bi-Monthly Educational Luncheon: Succession Planning When: Thursday, May 23, 2019 from 11:30 AM to 1:00 PM (CDT)Where: Skadden, Arps, Slate, Meagher & Flom LLP155 N Upper Wacker Dr.Chicago, IL 60606

Small & Mid-Size Firm MeetingWhen: Wednesday, June 5, 2019 from 12:00 PM – 1:00 PM CDTWhere: Miller Shakman & Beem LLP180 N. LaSalle Street, Suite 3600Chicago, IL 60601


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My name is: Clay Edwards

I work for: Skender. The company’s product or service is: Skender is a full service general contractor specializing in commercial interior buildouts and renovations.

My title is: Vice President and Partner. Before becoming a business partner to the legal market, I was: I’ve always somewhat been a partner! My first assignments as a project manager were building out law firm spaces.

I have a degree in: Construction Engineering and Management from Purdue University.

I support ALA because: I feel that Skender can always do more to demonstrate our commit-tment to being a true partner to our clients and being able to support and give back to so many of our clients is very important to me.

To be successful in the legal market, one has to: To be a successful partner it’s important to 1) be well versed in all law/legal design and build trends 2) be able to listen to the client, as-sess the needs, and be flexible enough to satisfy those needs.

The thing I like best about being a business partner to the legal market is: I love that the legal market knows what they need in their spaces and can make quick, well informed deci-sions!

The best advice I have received is: Always listen first, then speak.

The best advice I would give to someone just entering the legal market is: Be flexible, every-one has different needs.

I try to motivate myself and/or my staff by: Being genuine, and working to build a family, one that wants everyone in the family to be successful!

Three things I do well are: 1) I’m great at staying level headed and patient 2) I’m told I’m a good listener 3) I’m pretty good at using LinkedIn!

While I love my current job, my dream job would be: One of two things. 1) Be a Mythbuster on the Discovery Channel 2) Be a full time Fly Fishing Guide in northern Michigan.

The last good book I read was: Sci-Fi nerd alert. I just finished the first two books of the Inter-dependency Series by John Scalzi. Can’t wait for #3!

The last good movie I saw was: Again on the Sci-Fi (sort of). Ready Player One (I’m an 80s kid). But, in reality, I most recently watched A Star is Born with my wife. Loved it.

The last vacation I took was: I spent Thanksgiving 2018 eating turkey on the beach on Anna Maria Island with my family!

In my free time, I: I am a back up child taxi driver for my wife. If there is time left after that I like to golf, read, take care of my house or a handful of other half baked hobbies.


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Don’t Think It Won’t Happen Just Because It Hasn’t Happened Yet - Surviving the Federal EEOC Complaint Process

The February Bi-Monthly Education Event was held at Kirkland & Ellis on February 19. The topic of the event was Surviving the Federal EEOC Complaint Process, presented by Scott Wat-son with assistance from Mary Ann Rojas.

Scott did an excellent job of leading us through what hope-fully isn’t a scenario you’re familiar with that could land a company in hot water. The Equal Employment Opportunity Commission, the “EEOC,” is responsible for enforcing federal laws that make it illegal to discriminate against an employee (or job applicant) based on several different factors: • Age• Disability• Equal Pay/Compensation• Genetic Information• Harassment• National Origin• Pregnancy• Race/Color• Religion• Retaliation Sex/Sex Harassment

Most employers with at least 15 employees are covered by EEOC laws.

Laws Enforced by the EEOC

• Age Discrimination in Employment Act

The Age Discrimination in Employment Act prohibits employ-ment discrimination against persons 40 years old and older.

• Americans with Disabilities Act (ADA and ADAAA)

The ADA prohibits discrimination against an individual on the basis of disability in regards to application procedures, hiring, advancement, termination, employee compensation, job train-ing and other aspects of employment.

• Equal Pay Act and Lily Ledbetter Fair Pay Act

The Equal Pay Act prohibits sex-based wage discrimination between men and women in the same establishment who perform jobs that require substantially equal skill, effort and responsibility under similar working conditions. The Lily Ledbetter Fair Pay Act amended the time period for filing complaints of employment discrimination (the act was the first piece of legislation of Obama’s administration). It states that each paycheck that contains discriminatory compensation is a separate violation regardless of when the discrimination began. Essentially, the statute of limitations starts over every pay period thereby allowing complaints of discrimination to be filed long after the initial act of discrimination occurred.

• Genetic Information Non-discrimination Act

Discrimination based on genetic information is when an employer fails or refuses to hire, discharges, or otherwise discriminates against an employee because of genetic informa-tion discovered by the employer.

• Title VII (Gender, Race/Color, Religion, Retaliation, Sex, Sexual Harassment)


BI-MONTHLY RECAP

Title VII prohibits discrimination of an employee based on race, color, religion, sex, and national origin.

• Pregnancy Discrimination Act This Act amends Title VII to prohibit sex discrimination on the basis of pregnancy, childbirth, or related medical conditions; women affected by pregnancy, childbirth, or related medical conditions shall be treated the same for all employment-relat-ed purposes.

Filing a ClaimEmployees typically have 180 (calendar) days to file a “Charge of Discrimination” with the EEOC from the date when the dis-crimination occurred. Once the EEOC receives the filed claim, it will do its due diligence investigating the claim. Within ten days of the filing, the EEOC will notify the employer that a Charge has been filed against it. In some cases, the EEOC will ask both the employee and the employer to participate in mediation to resolve the issue. If the EEOC determines that the charge either deals with laws not handled by the EEOC or if the Charge is filed outside the statute of limitations, they will close the investigation and notify the employee. If the EEOC determines that the claim has merit, and either the mediation program was not agreed to or was unsuccessful, the EEOC will request a written answer from the employer addressing the Charge, the “Respondent’s Positon Statement.” Once the EEOC receives this, it will continue its investigation of the Charge, which can last up to a year.

If a Charge was filed under Title VII or the ADA, the employee must have a “Notice of Right to Sue” letter issued by the EEOC, granting him/her permission to file a case against their employer in federal court. If a Charge is filed under the Age Discrimination Act, the employee does not need a Notice of Right to Sue; he/she may file a lawsuit in federal court 60 days after the Charge was filed with the EEOC. If a Charge was filed under the Equal Pay Act, the employee does not need a Notice of Right to Sue from the EEOC; he/she may file a lawsuit in federal court within two years from the day he/she received the last discriminatory paycheck.

Employer ResponsibilitiesA Charge of Discrimination does not mean that the company actually engaged in discrimination. It is simply an accusation that gets the ball rolling. An employer must cooperate with all requests made by the EEOC in their investigation. The first is to provide a Position Statement outlining, well, your position on the alleged discrimination. The EEOC may follow that up with a Request for Information along with any requested employees who may be available for witness interviews. “But it wasn’t on purpose, we didn’t mean to discriminate.”

There is a less obvious form of discrimination known as Dispa-rate Impact Discrimination. Disparate impact is discrimination based on the effect of an employment policy rather than the policy itself. For example, if your company has a policy that it only hires employees who have college degrees, that company could be found guilty of disparate impact discrimination be-cause that policy may have a disproportionate negative impact on members of a protected class.

On the other hand, Disparate Treatment discrimination intentionally treats individuals of a protected class differently because of their sex, religion, race, color, national origin, disability, or age. This is typically blatant discrimination. For example, a company won’t promote females because the man-ager feels they aren’t reliable in the workforce.

Here’s a handy checklist for employers to use when faced with a Charge of Discrimination:

Cooperation with the EEOC is a must and is the best way to ensure that any discrimination charges filed against your com-pany will be handled fairly and timely.

In the next couple pages, you’ll find information on our CLM Study Group as well as a short quiz regarding the topics cov-ered, which were provided to us at the session. Our sincere thanks to Scott Watson and Mary Ann Rojas for this very interesting and educational lunch. We hope to see you at the next one!


BI-MONTHLY RECAP

The Greater Chicago Chapter CLM Study Group HR Session 5 0f 5—the EEOC

The Study Group Process Each week, our Chapter Study Group meets to cover a topic in prepara-tion for the CLM exam. Materials are circulated in advance, including a Power Point, quiz and any additional resources related to the subject matter. Study group members take a quiz in advance of each session to test their knowledge, and we review the answers after the material is covered. You are welcome to take today’s quiz before we begin.

As you know, today we will be discussing the EEOC process, including the various types of discrimination prohibited by laws enforced by the EEOC, prohibited employment practices, timing for responding to a Charge against your firm, recordkeeping requirements, your role in the preparation of a response to the EEOC, and what comes next when the inevitable Right to Sue letter is issued.

Our subject matter expert today is Scott Watson. Scott is an attorney and the Office Administrator at the Chicago Office of Quarles & Brady, LLP. In Scott’s 20 years of experience representing clients before the EEOC, he has seen just about everything. We hope you find this session engaging and informative. Please feel free to ask questions.

If you would like more information about our study group, please contact Mary Ann Rojas, CLM Director, at 312.768.7810 or [email protected].

BENEFITS OF JOINING OUR CLM STUDY GROUP:

Comprehensive study group sessions each week, conducted by subject matter experts, with the ability to participate in person or remotely

Full access to a substantial library of materials contained on our study group Google drive

Weekly quizzes

Access to our speakers and CLM Director

An opportunity to study with members of other Chapters throughout the country

Functional Specialist credit and recertification credit


BI-MONTHLY RECAP

HR SESSION 5 OF 5—QUIZ 1. Francine was promoted to manager in 1992 at the same time 4 men were also promot-

ed to the same position. Francine received a raise with the promotion, but her raise was only 80% of the raise received by the men who were also promoted. Francine remained in the same position until her retirement in 2016. In 2019, Francine files a charge with the EEOC claiming violations of the Equal Pay Act in that she was not paid as much as the men that she was promoted with. Is her charge timely filed and why or why not?

a. Yes because the Lily Ledbetter Fair Pay Act protects her claim. b. Yes because an Equal Pay Act claim may be brought at any time. c. No because there is nothing to show that Francine was paid less than a man because of

her gender. d. No because more than two years have passed since she worked for the company.

2. ACME corporation manufactures cardboard boxes. In order to make sure that it has the strongest workforce possible, ACME has a rule that it only hires employees who finished in the top third of their college graduating class. Is ACME's rule legal and, if not, what is it an example of?

a. Probably not and disparate impact. b. Probably not and disparate treatment. c. Probably and Lily Ledbetter. d. Probably and disparate treatment. 3. A “Right to Sue” letter issued by the EEOC indicates that: a. The investigation is continuing but the individual may begin the process of filing suit. b. There appears to be reasonable cause to believe that illegal discrimination has oc-

curred. c. The investigation is complete and there may or may not be reasonable cause to believe

that illegal discrimination has occurred, but the EEOC has determined not to pursue litigation.

d. The investigation is complete, there is reasonable cause to believe that illegal discrim-ination has occurred, and the EEOC is planning to sue the employer in court.

4. Under normal circumstances, how long does a complainant have to file a charge of

discrimination claiming violations of GINA? a. 300 days. b. 24 months. c. 180/300 days. d. 100 days. 5. Dewey, Cheatham and Howe is a small accounting firm with regular employees and

some part-timers who work part-time from Memorial Day to Labor Day. Barbara has filed a charge with the EEOC claiming she was fired because she is pregnant. What information do you need to know if Barbara’s claim can survive?

a. How many part-timers work in the summer. b. Whether the firm does at least $500,000 in business in the year. c. Whether Barbara was the only pregnant employee. d. The firm had a least 15 employees for 20 weeks in the prior year.

TEST YOUR KNOWLEDGE


Law Firm Leaders LuncheonThe law firm leaders luncheon was held on March 19, 2019 and featured a panel discussion of creating and sustaining mutually beneficial client relationships. The event took place at Petterinos. Here are some photo highlights.

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$29,579 ..........Scholarship money awarded to members to attend conferences

$10,000 ..........Money donated to the Catholic Charities Refugee Resettlement Program (Enough to sponsor 2 families!)

$7,400 Money raised at the GCC Iron Chef Kitchen Wars fundraising event

$2,600 ............Funds matched by the GCC Board for Catholic Charities

280 .................Members as of 3/31/19

186 ................Members renewed for 2019 as of 4/1/19

109 .................Members from Small Firms

88 ...................Members in Sole Locations

76 ...................Members from Large Firms

75 ...................Members from Mid-Size Firms

74 ...................Members in HQ/Main Location of Multi-Office Firm

60 ..................Members in Branch Office of Larger Firm

52 ...................Business partners who supported us

47 ...................Average number of people attending Bi-Monthly Programs

46 ...................Firms with more than one GCC member

31 ...................Scholarships awarded to Chapter Members

22 ...................Board Members who served the Greater Chicago Chapter

10 ...................New Members who joined in 2018

9 .....................Small Firm monthly meetings

6 ...................Bi-monthly luncheons sponsored

4 .....................Mid-Size Firm meetings

4 ..................... Joint Small/Mid-Size Firm meetings

4 .....................Executive Director/COO Roundtable Breakfast Meetings

4 .....................Quarterly Secretary Manager/Supervisor Roundtables

3 .....................OA/Large Firm Admin Roundtables

3.77 ..............Average Education Score from evaluation surveys

2 ...................Pop-up Programs/Webinars sponsored

1 ................... Law Firm Leader Event held

Priceless ...........The value you receive from your GCC Membership.

Thank you for being a member!

Greater Chicago Chapter 2018-2019 By the Numbers


LEGAL LEVITY

Mother’s Day is a holiday honoring motherhood that is ob-served in different forms throughout the world, and Mother’s Day 2019 occurs on Sunday, May 12, in the United States. Celebrations of mothers and motherhood can be traced back to the ancient Greeks and Romans, who held festivals in honor of the mother goddesses Rhea and Cybele, but the clearest modern precedent for Mother’s Day is the early Christian festival known as “Mothering Sunday.” The American incarna-tion of Mother’s Day was created by Anna Jarvis in 1908 and became an official U.S. holiday in 1914. While dates and celebrations vary, Mother’s Day traditionally involves present-ing moms with flowers, cards and other gifts.

Below are 10 fun facts about Mother’s Day.

1. Ancient Greeks held spring festivals to honor mothers. Al-though it wasn’t like the Mother’s Day celebrations today, the ancient Greeks used to hold spring festivals to honor the maternal goddess Rhea. She was believed to be the mother of many deities.

2. Woodrow Wilson officially created Mother’s Day in 1914. After much persuasion from an activist named Anna Jar-vis, Woodrow Wilson officially declared that the second Sunday of every May would be Mother’s Day. In his first Mother’s Day proclamation, Wilson stated that the holiday offered a chance to “[publicly express] our love and rever-ence for the mothers of our country.”

3. The most popular Mother’s Day gift is a card. Whether it’s handmade with love, or purchased with her in mind, most of us give Mom a card to mark the day. The second most popular Mother’s Day purchase is flowers, followed by “a special experience.”

4. What she really wants is a reservation somewhere. Accord-ing to a 2017 RetailMeNot survey, what Mom really wants is a nice meal out with the family. “She doesn’t want to cook, she doesn’t want to be at home, so get her out of the house, take her to her favorite restaurant, enjoy a really nice meal with mom.

5. There are 85 million mothers in America, according to a recent U.S. Census Bureau estimate. Other interesting find-ings from the Pew Research Institute found that today’s moms work more hours outside the home and spend far less time on housework than they did 50 years ago.

6. Carnations have a special connection with Mother’s Day. Anna Jarvis, who encouraged President Woodrow Wilson to declare Mother’s Day an official holiday, started the prac-tice of wearing a carnation to honor mothers. Traditionally, red or pink carnations are a nice gift to celebrate your mom, while white carnations can be used to honor a mother who has passed away.

7. One-fourth of the year’s floral purchases are made around Mother’s Day. As you might have guessed, Mother’s Day is a busy day for flower shops. Twenty-five percent of their total sales are made around this holiday, according to the Society of American Florists.

8. The average age for first-time mothers in the U.S. is 26.3 years old. According to the CDC, American women are waiting longer to become mothers. In 2000, the average age for a first-time mother was 24.9 years old. In 2014 (the most recent year for which this data is available), the aver-age age was 26.3 years old.

9. U.S. consumers spent about $24 million on Mom last year. The National Retail Federation estimated last year that Americans would spend $23.6 billion on Mother’s Day gifts and celebrations, with shoppers spending an average of $186.39 on Mom.

10. The holiday has religious origins in the U.K. “Mothering Sunday” falls on the fourth Sunday of Lent. In the 1700s, families who had moved away would return home to the original church they attended. Today, many churches hand out daffodils for children to give to mom.

To all of you Moms out there, our newsletter wishes you a very Happy Mother’s Day.


How to Inspire Your Team to Spring CleanBy Nicole Lopez

Out with the old, and in with the new!

Now don’t break the bank buying a new car; I’m talking about

doing some spring cleaning around the office. Countless stud-

ies have connected increased productivity to an organized,

clutter-free work space.

But, spring cleaning can be a bit daunting. Why spend your

precious (and likely rare) free time cleaning your work space

when you can take a short walk outside actually enjoying the

spring weather?!

Here are some tips my supervisor provided to help inspire and

motivate the team to de-clutter both individual and communal

work spaces:

1. Designate a specific “Spring Clean Week”. This will not

only provide the team with an actual deadline to hold

them accountable to, but will also give them more than

just one day to meet the goal. After all, one specific day

may not work for everyone.

2. Have larger garbage and recycling bins available. Folks

are less likely to do a complete spring clean if it means

filling up the small garbage bin at their desk or a commu-

nal bin that may not be emptied every day. If you work in

a high-rise, the building maintenance team should be able

to loan some larger garbage bins and recycling bins.

3. Give specific guidelines for what should be kept, what

should be thrown away and what should be shredded. For

example, typical retention in finance is 7 years, minimum,

and any documents containing sensitive information

should be shredded not just thrown in the garbage/recy-

cling bin.

4. Offer a prize for anyone who cleans out 2+ communal

spaces in addition to their immediate work space. Prizes

and friendly competition are great motivators!

These things, you can (and should) do all year round:

1. Physically clean your work space and communal spaces.

Wipe down your keyboard, mouse, phone, anything you

touch with disinfectant wipes. This will help decrease the

spread of that nasty winter flu!

2. Clear the memory/cache on your computer. This will

maximize memory as well as increase speed (at least a

little!).

3. Organize! Organize your physical work space as well as

any online files you have. That way, if you’re out sick or

on vacation, your coworkers covering your responsibilities

can find things easier and quicker.

Nicole Lopez graduated from DePaul Unitversity with a Masters in Social Work. Nicole recently started a new position at Northern Trust as an Accountant and worked as a property manager for 3 years prior to that, managing a portfolio of con-dominium buildings in Chicago.

Nicole likes to read, watch movies and play with her dog, in her spare time. Most of her recent spare time has also been planning her wedding in 2020.

Spring Clean=Increased Productivity


Why Corporate Recycling Programs are Business FriendlyBy Jim Vitiello

Corporate sustainability is growing in popularity, as companies are increasingly aware of the impact their businesses have on the environment. One simple way to improve your com-pany’s commitment to the environment is through a corporate recycling program. Implementing a recycling initiative is a greener way for your company to operate, benefitting both your organization as well as the environment. Here are a few of the perks you can expect to realize from participating in a recycling program.

Save money – Businesses are always looking for ways to con-tain costs, and a recycling program is an easy place to start. Simply reducing the amount of waste, you produce will lower your waste removal and landfill costs. To really experience significant savings, combine recycling with a concerted effort to print less, implement duplex printing whenever applicable, and utilize energy-efficient office equipment. You’ll save mon-ey by using less paper, ink or toner cartridges, and electricity.

Boost your reputation – Statistics show people care about the environment and prefer to do business with eco-friendly com-panies. According to a report by Shelton Group, 66 percent of consumers said they would pay more for a product if it came

from a sustainable brand. Business leaders are well aware of the positive impact environmental stewardship has on their company, with more than 90 percent of CEOs saying sustain-ability is fundamental for success. Companies demonstrating a commitment to the environment generally outperform those that don’t. A recycling program is a surefire way of improving your company’s reputation among clients and prospects, as well as prospective employees.

Increase employee morale – Employee engagement is a popular buzzword these days, as smart employers know an engaged employee is a more productive one. Most employees want to work for companies committed to the environment. This is especially true of millennials—the largest genera-tion in the workforce—the vast majority of whom believe a company’s sustainability is important. Simply knowing they work for a socially responsible employer will help improve your employees’ engagement. Happier employees are also less likely to leave, reducing turnover rates.

Is your business ready to do its part by becoming more sustain-able? Contact us today to learn more about implementing a corporate recycling program in your workplace.

Jim Vitiello is the President, Ceo at Datasource, Ink. Mission Statement: “People outperforming products, service outperforming software”. With over 40 years of experience with Hp printers, copiers and e-waste recycling Jim can change the way you do business today while reducing your spend on equipment, supplies, service and e-waste with a no-nonsense approach. Jim can be reached at [email protected]


The downward trend of law firm profit margins over the past decade – with flat demand, declining productiv-ity, and continuing downward pressure on realization rates – has by now been well documented, as has the impact to firm profitability by increased client pressures to control legal costs, and increased competition from alternative legal service providers.

The need to further identify efficiencies and cost sav-ings is greater than ever.

For several decades now, the legal community has been utilizing some form of outsourcing to obtain a competi-tive advantage. Early adopters outsourced non-core onsite functions (i.e., mail and messenger services, duplicating centers, records, food services) in an effort to gain operational efficiencies and cost savings. Over the last decade, outsourcing in the industry has evolved to include core business areas and offsite outsourcing (i.e., legal process outsourcing, eDiscovery, financial services, onshore / offshore service centers), essential to the strategic direction of many of the AmLaw firms. As

firms continue to seek ways to reduce operating costs, onsite outsourcing providers can look to new staffing models and real estate as further avenues for our clients’ desired results.

New Staffing Models

The legal marketplace is changing, and clients now seek legal assistance from a growing number of non-lawyer professionals while concurrently pushing to keep expenses low for tasks that can be performed by non-attorneys. As a result, 50% of firms have significantly changed their strategic approach to lawyer staffing to respond to client pressures.

The use of contract attorneys and offsite shared service centers have provided firms with greater flexibility to meet client demands. Web-based software solutions and enhanced mobile devices allow legal professionals to work virtually. Outsourcing providers in law firms can aid their client partners by enhancing their onsite and offsite capabilities to support these new staffing and

Onsite Outsourcing EvolutionBy Ron Kelly and Hollie Salinas


virtual models: one size does not fit all in the area of quality outsourcing.

Potential enhancements include providing enhanced litigation support services within traditional repro-graphic centers, converting fixed costs to variable, and introducing automated workflow solutions such as job submission tools. Onsite service providers must be pre-pared to accommodate these new demands and emerg-ing service areas, and know when to introduce strategic partners to further enhance the service delivery to the client. By outsourcing some of these legal adminis-trative functions to a provider with a demonstrated ability/expertise to recruit top talent, firms’ Recruiting / HR teams can focus on the recruitment and reten-tion of the revenue-generating legal professionals so critical to their business.

Real Estate

The biggest challenge for law firms on the real estate side is the escalation of rent, which is forcing firms to reevaluate real estate strategies and explore how a more contemporary workplace can aid in talent acquisition / employee engagement, productivity and profitability. Changes include increased use of teams to manage proj-ects, smaller private offices, fewer in-house staff, and increased outsourcing of routine legal activities. With substantive hard dollar savings in the millions associated with reducing attorney office size by just 100 square feet, the possibilities for savings are seemingly endless when strategically managed.

The number of conference rooms and breakout areas has increased, while individual workspaces continue to decrease as demands for more efficiency, collaboration, and attracting new talent continue. Onsite outsourc-ing providers can help law firms by implementing and managing new support personnel and technologies that allow firms to effectively manage these new workplaces. Such tools include meeting room and desk booking systems, delivery systems such as digital lockers, and enhanced Floor Hosts, Concierge and Meeting Support Services to support internal and external visitors. Firms will increasingly demand outsource service providers that provide a hospitality approach and a greater focus on the user experience for existing traditional service offerings. Onsite outsourcing providers can also assist with elec-tronic document work flows to further reduce real estate needs. This includes digitization of paper documents and document indexing, which reduces paper, improves efficiency, enhances document security and automates processes throughout your organization. As law firms continue to evolve their business models, so will nimble onsite outsourcing providers. An onsite outsourcing provider can help with changing firm deliv-ery service models to deal with reduced budgets while maintaining service quality, staying abreast of innovative technology and identifying new value-creating initia-tives. Onsite outsourcing service providers will have to take a holistic review of the firm, and partner with other organizations that specialize in their respective disci-plines to bring the greatest value.

Forrest Solutions is the nation’s first and leading onsite outsourcing and staffing firm, and has been supporting the legal community for over 40 years. We are owner-led, with a hospitality approach that is part of our DNA, ensuring clients receive superior service Day One and throughout the term of our relationship. We proudly serve as clients’ strategic partner, understanding their requirements, seeing the “big picture,” and striving to implement and sustain bespoke business solutions supported by the market’s most culturally aligned talent.

Ron KellySenior Vice President ONSITE OUTSOURCING & STAFFINGc +1(312)[email protected]

HOLLIE SALINAS Enterprise Account Manager ONSITE OUTSOURCING & STAFFINGc +1 (312) [email protected]


Mem

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I work for: Epstein Becker & Green, P.C.

The firm & practice is: Epstein Becker & Green, P.C., is a national law firm with a primary focus on health care and life sciences; employment, labor, and workforce management; and litigation and business disputes. Founded in 1973 as an industry-focused firm, Epstein Becker Green has decades of experience serving clients in health care, financial services, retail, hospitality, and technology, among other industries, representing entities from startups to Fortune 100 companies. Operating in locations throughout the United States and supporting domestic and multinational clients, the firm’s attorneys are committed to uncompromising client service and legal excellence.

My title is: Office Administrator.

Before becoming an Administrator: I have worked in the legal industry since college, I began as a part-time finance specialist and continued to work in finance/accounting for about 8 years. I then joined a small firm in the capacity of Bookkeeper/Office Manager; 5 years later I began with a mid-size firm as an Office Administrator, and as they say “the rest is history.”

I have been working in the legal field for: Over 35 years.

I have a degree in: Business Administration / Accounting from De Paul University.

I joined ALA Chicago Chapter because: A fellow Administrator, who was a GCC member, encouraged me to join, and I quickly learned that the education, networking and other resources have been invaluable to the success of my career.

To be successful in legal administration:

1) Communication. Always keep the lines of communication open with staff, attorneys, and management. Learn to listen and communicate effectively.

2) Adaptability and Focus. As an administrator you will be pulled in 100 different directions and you will need to give attention to those 100 situations/issues, so staying focused and flexible is key.

3) Problem solving skills and resourcefulness are a must.

The thing I like best about being an Administrator is: The challenges and the People – every day is

different and you never know what that day will bring. I enjoy delving into the day’s challenges and finding solutions. And I love interacting with everyone in my firm and knowing that I am partly responsible for keeping our firm running successfully and efficiently – and that is a very rewarding experience.

One of the challenges of being in legal administration is: Walking the fine line of meeting the needs of employees, to empower them to be the best employee they can be, and meeting the needs of the firm, which at times could be unrealistic. However balancing this fine line will make for a successful firm as a whole.

The best advice I’ve ever received is: Step back, take a breath, and think before you speak.

The best advice I would give to someone who is just entering the legal management field is: Strategically balance the needs of the firm and employees. Stay calm and focused, as you will be dealing with many different personalities. Don’t take anything personally. Network with peers in the legal community (GCC-ALA) as your colleagues will provide valuable resources to run an effective law firm.

I try to motivate my staff by: Maintaining a positive and congenial office environment and leading by example. Motivate people by acknowledging their efforts and accomplishments, with small gestures such as providing lunch, snack, etc., the smallest gestures can go a long way.

If I weren’t an Administrator, I would: Be a Psychologist or jewelry business owner.

The last good book I read was: The Night Circus by Erin Morgenstern.

The last good movie I saw was: RBG, An intimate portrait of Justice Ruth Bader Ginsburg.

The last vacation I took was: In February, to Puerto Rico for a friend’s fabulous wedding.

The one appointment I never miss is: Time with family and friends, there is nothing more important when it comes to family and friends.

In my free time, I enjoy: A variety of things, but to keep this short – live music, exploring different cultures around the globe, running and spending time with family and friends.

My name is: Betsy Amaya Kopczynski


Items We Accept For Recycling

• Copiers• Fax Machines• Toasters• Microwaves

• Hard Drives• Mice• Cables/Cords• DVD Players

• Flattened Cardboard• Injet Toners• LaserJet Toners• Copier Toners• Flatscreen Monitors

Over

raised for local charities

$300,000

CARDBOARD TONER CARTRIDGES ELECTRONICS

MAKING A DIFFERENCEIN OUR COMMUNITY

PH 847-588-1690 • GetGaveys.com

Dan Garvey(847) [email protected]

Kevin Garvey(847) [email protected]

Recycling Program

Kathleen PetittiFinance/Office ManagerMassey & Gail LLP50 E Washington St., Suite 400Chicago, IL 60602(312) [email protected] Jessica C. VillarrealFirm Administrator Cremer Spina Shaughnessy Jansen & Siegert, LLCOne N. Franklin St. 10th Flr.Chicago, IL 60606(312) [email protected] Roseann M. ScorpioPractice Assistant ManagerMcGuireWoods LLP77 W. Wacker Dr., Suite 4400Chicago, IL 60601-1818(312) [email protected]

Patricia PilawskiOffice Administrator Nicolaides Fink Thorpe Michaelides Sullivan LLP 10 S. Wacker Dr., Suite 2100Chicago, IL 60606(312) [email protected] Katherine Leigh McCormackDirector of Administration and MarketingPurcell & Wardrope, Chtd.10 S. LaSalle St., Suite 1200Chicago, IL 60603-1013(312) [email protected]

New

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bers


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Spring Your Firm ForwardBy Michael Brahm

Spring

CleaningSpring Break

Walking in downtown Chicago last month I had to

remove my winter topcoat because I was dressed too

warmly for the weather. It has been a while since I had

been able to say that, although I was sure then that we

would still need an extra layer for Opening Day on the

North and South sides for our beloved Cubs and Sox.

While were surely not out of the woods yet, Spring

would soon be upon us in full bloom.

Spring is one of my favorite seasons in that it brings with

it two great concepts, “Spring Cleaning” and “Spring

Break” (not necessarily in order of enjoyment). While

my daughters are off reveling in the sun in Florida this

week with their grandparents, I am at home working

and spending the weekends strategizing how to attack

the various spring tasks of prepping my lawn, re-orga-

nizing my tools, and planning for new landscaping.

Both concepts, strategizing and organizing and taking a

regular, needed break, are important for life and equally

important for business around this time of year.

First, let’s address the important concepts around

“Spring Cleaning” for many legal firms. Much like the

steps that I am taking to organize my tools, many legal

firms can take advantage of embracing the concepts of

streamlining the access to and the number of “tools”

in the toolbox. The typical “tools” for a law firm aren’t

screwdrivers and hammers, but are instead client infor-

mation in terms of files filled with various client docu-

ments, mostly tied to paper. While most firms are taking


LEGAL INDUSTRY

steps to become more electronically oriented those

initiatives seem to always take three steps forward and

two steps backward. Progress is being made, just slowly.

For example, ask yourself the following questions about

your firm or practice:

n How many electronic documents are printed for the

simple fact that the person printing them finds them

easier to read in paper format (and then you end up

keeping them forever)?

n How many electronic documents are printed be-

cause someone is more comfortable with knowing

that they have access to that paper copy whenever

they need it?

n How many times

are the same docu-

ments printed over

and over for revi-

sions, mark up, and

review?

n If you have every-

thing electronically

captured, why do

all of these boxes/

file cabinets of

documents still exist in the firm/practice or offsite in

expensive storage facilities?

My guess here is that, despite your personal efforts or

the efforts of the firm/practice to move to more elec-

tronic content, paper-based documents have crept into

the process and have taken up residence in various

corners. Spring-time is a great time to take stock of all

of the paper-based documents, clear off the desks that

you cannot see underneath a mountain of paper, and

find out what actually is in that “mysterious” box in the

corner that nobody seems to know about, but is deemed

important enough to keep forever in some business area.

The first step is easy: take an inventory of the paper-

based documents that you have and utilize every

day. From there you can examine how paper is being

retained in relation to your firm/practice document gov-

ernance and retention policy. If you need a document

governance and retention policy, there are a multitude

of consultants that can help structure policy to fit your

firm/practice needs. Once you have established the poli-

cies necessary to keep your documents, you can provide

notification to your clients on the documents that will

be processed for destruction and you can selectively

scan and destruct certain documents. There are various

organizations that can assist with scanning, storing and

securely destroying documents if you need. Moving to

electronic records/documents will take time and will be

an ongoing process, much like trying to keep your tools

organized (where is that 3/16 crescent wrench any-

way?): It will simply

take applying the sec-

ond important Spring

concept with regular-

ity: “Spring Break”.

“Spring Break” means

different things de-

pending on your per-

spective. In college it

meant trying to find the

most entertaining and

cost effective way for

my roommates and me to get to Hilton Head and suc-

cessfully back to campus at Loyola University of Chica-

go. When my daughters were small, it might have meant

a trip to Disney World to take in all of the wonder of

Mickey & Co. Now, as they near college age, I take

this time to reflect on that fact that my kids are nearing

independence (hooray! … did I say that out loud?) and

are off with their grandparents having fun, while I clean

up the garage (lucky kids).

In business I think that the concept of “Spring Break” is

one that is necessary to embrace. Not so much in terms

of trying to find a cheap ride to Hilton Head, but in

terms of taking a break from the day-to-day operations

to focus on improving those operations for the greater

good of the business.


Let’s face it, all businesses grow organically. They grow

to meet a business need and/or demand with processes

a secondary concern to simply “getting the job done”.

In law firms that can mean everything from bringing on

a select new group of clients to grow a new practice

focus, bringing on a new attorney or support person to

help grow an existing practice area, and/or embracing

technology to help the business move better, faster, etc.

The key concept here is that the firm/practice need is

being met right away, often times with the process/op-

erations sacrificed to make things happen quickly. The

goal is that the processes will be reviewed “down the

road”. However, the reality is most firms simply move

onward to the next business need. One way to easily to

see this has happened in a firm is to look at the num-

ber of different software tools in the same firm that can

capably perform the same tasks for documents. In other

words, how many “enterprise” document organization

and collaboration software tools does your firm have

only working in “one practice line”? If you answered

more than one, you may need to take an operational

“Spring Break”. Don’t worry, you are not alone.

One law firm that I met with at the beginning of the year

illustrates this point well. Despite having an initiative

to “go electronic” three years ago, each practice area

decided on their own to embrace a different “enter-

prise” solution for document storage, collaboration

and management. Three years later the firm now has

six “enterprise” document management solutions, all

at work across various practice areas and none of them

LEGAL INDUSTRY

communicate together. In addition, due to a differing

adoption rate across the practice units, paper is creeping

back into their processes. Could this firm have improved

operational efficiency, better collaboration and addi-

tional cost savings from a limited number of “enterprise”

tools? The answer was yes. After meeting and deciding

that they needed to take a “Spring Break” in order to

re-organize and establish more centralized processes for

their documents, this firm is beginning to enjoy the ben-

efits of a consolidated, ”enterprise” solution firm-wide.

Would your firm/practice benefit from taking a look at

the operational practices that keep your firm/practice

running? There are some excellent consultants in the

market that can minimize your time investment as they

investigate the processes that drive your firm in order to

find more effective ways to move the business forward.

An efficiency study can help improve the core firm/prac-

tice functionality, as well as, positively impact the areas

of information technology, accounts payable/accounts

receivable and human resources. I would encourage

you to think about taking an operational “Spring Break”

for your firm/practice for a more prolific (and profitable)

future.

As Spring fast approaches, remember the lessons of both

“Spring Cleaning” and “Spring Break” can apply not

only to life in general, but also toward your firms/prac-

tices. My best wishes for a productive Spring that leads

your business to new heights in 2019 and beyond!

Michael Brahm is a business process and professional services consultant from Chicago, IL. He has been working with Chicagoland businesses for the past twenty-five years utilizing a background in information technology and process management to help uncover areas for optimization. Michael has experience work-ing with law practices of all sizes, and holds the legal profession close to heart as his father was a practic-ing attorney for fifty years. Michael is certified in various technologies including modern security technology, network backbone and server technology. In addition, Michael has process experience utilizing ITIL, LEAN

technology, Kaizen and Six Sigma process models. In his career he has served as Practice Lead in the areas of Output Man-agement, Enterprise Content Management and Professional Services. Currently, Michael is the Market Director of Profes-sional Services for Konica Minolta Business Solutions. He resides in Naperville, IL. with his two daughters.


Generations in the Legal WorkplaceBy Matthew Xavier

Introduction

Law firms are starting to see Gen Y join the ranks of

partner or member along with their Baby Boomer and

Gen X counterparts. The breakdown of partners in Big

Law roughly equates to 5% Millennials, 52% Genera-

tion X and 40% Baby Boomers.

For the millennial generation, in particular, the make-up

of partners and associates equates to 43% of the attor-

neys in these firms. In the year 2025, it is projected that

the millennial generation will make up over 50% of the

attorneys at law firms, leading many to believe there

will be an increase in the number of millennial partners

in the near future.

With these demographics in mind, law firm leaders are

thinking about what impact this may have in the physi-

cal workplace. Firms are asking what the differences

and similarities among generations are and how that

will influence space and design.

We conducted research that has uncovered the follow-

ing similarities among generations:

• Partners across generations have significant years of

experience working in the practice of law.

• Being an attorney is the defining element of their

identity, i.e., being part of a profession versus just a

job.


LEGAL INDUSTRY

• The working day extends past normal working

hours - either for work/life flexibility or for putting in

“sweat equity” for a client.

• Partners across generations have kids at varying

ages.

• There is a focus on financial goals based on stage

in life, i.e., student loan debt, mortgage, support-

ing aging parents, first-time parents, or sending kids

through college.

There are notable differences, however, and these are

easily addressable within

the make-up of most law

office designs. We have

outlined these differences

through our research in the

following topics, specifi-

cally in alignment with how

firms can rethink their

outlook on space versus the

traditional approach of held

vacancy and under-utilized

space.

The Real Practice of Law

What Baby Boomers, Gen X & Gen Y share in common

are working on matters as a solitary task. The work is

mostly individual followed by meeting with colleagues

to assemble and finalize.

What Generation Y does that is different is that while

the work is mostly solitary, younger attorneys tend to

bounce ideas off each other, read each other’s briefs,

and help each other out before they submit their work

to their lead attorney.

In our research, 85% of Baby Boomer attorneys and

62% of Gen X attorneys would state the following

design features and elements as supporting individual

focus work:

1. Ergonomic and comfortable furniture

2. Standing or adjustable height furniture

3. Better lighting quality in offices

4. Office design that is acoustically tight

On the other hand 38% of Gen X and 72% of Gen Y

Attorneys would state the following design features and

elements as supporting ad-hoc, formal collaboration

and generally practicing in a consultative manner:

1. Available caucus rooms in the practice area

2. Comfortable seating areas for an impromptu meet-

ing in the library lounge

3. Multiple and larger format monitors in offices

When we dug deeper as

to why generations had

differing opinions, Gen

X and Gen Y stated that

new office designs need to

support work habits they

had learned in school and

through life, but still pro-

vide the level of focus that

is required to practice law.

A physical environment

that can cater to focus as

well as consultative work

practice would be the most balanced for all generations.

Interaction and Collegiality

What all generations share, aside from a place for focus

work, is that an attorney’s office is the main place where

colleagues will interact.

What Generation Y does differently is that they strive for

more opportunities to interact with colleagues outside of

billable hours. Younger attorneys tend to develop friend-

ships with their contemporaries. They look to build

bonds, and the place to do so is outside of the office

and typically during non-billable hours.

Our research found that attorneys across generations

agreed that an office design that supports community

and connectivity was important. We also found that


LEGAL INDUSTRY

generations would have different definitions of each of

these qualities.

Baby Boomer attorneys would typically state that at-

tending scheduled in-house firm events and regularly

scheduled partner meetings were the main ways the

firms provided a sense of community. We found a larger

number of these attorneys would state that connectivity

means getting a hold of a colleague when they need to.

Gen X and Gen Y attorneys would typically state that

connectivity is about staying connected socially and

building bonds as well as eating lunch together or

gathering after work or outside of work. By and large,

younger attorneys saw the law firm as a community

where they can see the greater purpose in the work that

they do.

As stated previously, law firms have dealt with under-

utilized space in their current designs. Providing a place

that can provide this sense of community can be done

without sacrificing the overall efficiency of the space.

Firms can take advantage of observing the social activi-

ties that normally occur and provide a set place for

them to occur to foster this sense of community.

Mentorship

What all generations share is that the practice of law

requires a fair amount of mentorship when you start in

order to develop and build the skills to practice effec-

tively.

What younger Generation Y attorneys do that is different

is that they receive mentorship not only from their older

gen colleagues but also receive mentorships from col-

leagues that are closer in age to them. A slightly older

Gen Y partner tends to spend more time working with

younger Gen Y associates.

In post-occupancy analysis, we found that partner

offices outfitted with an LCD TV or presentation tech-

nology were actively used to work out strategy. Firms

with semi-formal or caucus rooms found that it aided in

deepening relationships. Post-occupancy survey results

noticed an 8% increase in morale because there was a

set place for mentorship to occur.

Conclusion

Rethinking law firm space to support focus and

consultative work practices, provide a place for con-

nection and community, and encourage mentorship

to happen, can be achieved. Particularly, since most

law firm offices have held vacancy and under-utilized

space which can be revitalized to support a workplace

that is balanced and services all generations.

Mathew Xavier is a

Workplace Strategist

at Unispace. He uses

data analytics and web

development coupled with

employee engagement

activities to connect business goals with

workplace design. He is a creative professional

with over 20 years of experience in strategic

consulting, project management, architecture and

workplace strategy for a variety of industries, with

a focus on Law.

At Unispace, we challenge the conventions of

the way we work, learn and live by delivering

transformational interiors. Our seamless

methodology ThinkCreateMake brings together

workplace strategy (think), design (create) and

construction (make) to produce market leading

environments in a unique holistic offering that

has disrupted traditional, staid design and

construction industry methods worldwide. Our

unique, integrated approach has delivered more

than 3,000 projects in 108 cities in just eight

years. With clear, measurable results that don’t

compromise on design integrity or build quality

coupled with strong partnerships with clients

globally, we have grown to become a business of

500+ people and 49 studios across the Americas,

EMEA and Asia Pacific regions. Visit unispace.

com for more information.


INTEGRATION OF LEGAL TECHNOLOGIES

PRINT MANAGEMENT/COST RECOVERY

WORKFLOW ANALYSIS AND DOCUMENT

MANAGEMENT

PRODUCTS, SOLUTIONS AND SERVICES THAT WILL USHER YOU INTO THE FUTURE

MANAGED IT AND CLOUD SERVICES

LAWYER’S HELP DESK

PRODUCTION PRINT/SCAN/COPY

Providing innovative technology for the legal community for decades through relationships built on trust and delivery of world-class service.

kmbs.konicaminolta.us/legal

THE LAW FIRM OF THE FUTURE.HERE. NOW.

KONICA MINOLTA BUSINESS SOLUTIONS U.S.A., INC. 100 Williams Drive, Ramsey, New Jersey 07446 © 2018 KONICA MINOLTA BUSINESS SOLUTIONS U.S.A., INC. All rights reserved. KONICA MINOLTA and the KONICA MINOLTA logo are registered trademarks or trademarks of KONICA MINOLTA, INC.

CONTACT 312-701-9247 FOR MORE INFORMATION


Got

CLM

?

Please contact:

Rita R. Nielsen CLM, PHR,

SHRM-CP

Locke Lord LLP

Office Administrator - Chicago

Telephone: 312-201-2220

Internal Extension: 3127220

Fax: 855-578-8568

TEST YOUR KNOWLEDGEQ1. An employee of your firm timely elected COBRA. On Day 48 of the employ-ee’s COBRA coverage, the employee’s spouse became disabled. The employee immediately informs you of spouse’s new disability. Are you obligated to do anything?

a. Yes, the employee + family are entitled to an additional 18 months of COBRA coverage.

b. Yes, the employee + family are entitled to an additional 11 months of COBRA coverage.

c. Yes, you are obligated to extend COBRA but just to the disabled spouse.

d. No, the spouse would have had to be disabled at the time of the original CO-BRA qualifying event. Therefore, no COBRA extension is necessary.

Q2. Full prior acts insurance coverage means:

a. You are covered for anything that may have happened prior to the start of your new policy, back to the date at which you began coverage without lapses.

b. You are covered for anything that may have happened back to the first day with the current insurance carrier.

c. You are covered for claims made after your policy reporting period ends.

d. You have full coverage for any acts or omissions.

1. b2. a

Answers:


Invoices Court briefings

Following general correspondence items, invoices and court briefings are the most common documents moving to digital formats

Overnight shipping is essential for contracts and client proposals, which are the documents least likely to move to digital formats

Client proposals & contracts

+50%

Will invest in marketing and branding in 201446%

More than half of respondents report that printing a firm’s logo or branding on an express shipping envelope is beneficial

UPS surveyed 450+ attendees at the 2013 Association of Legal Administrators (ALA) National Conference to uncover the most pressing business and operational challenges and key focus areas of law firms in the future.

ALA MEMBER SURVEY: PRODUCTIVITY AND PROFITABILITY TOP OF MIND

The greatest day-to-day challenges

56% Time management

46%

30%

Managing costs & expenses

Office inefficiencies & technology issues

Key focus areas for law firms in 2013

87% of respondents identified

client service as their top priority

Reported marketing and branding as a key focus in 2013

31%

49%47%

41%

$

Clientservice Business

development Costmanagement

Nearly half of ALA members surveyed reported that their firms plan to invest in technologies in the next year to increase competitiveness and grow their business

For more information on UPS services and solutions, contact:

© 2013 United Parcel Service of America, Inc. UPS, the UPS brandmark and the color brown are registered trademarks of United Parcel Service of America, Inc. All rights reserved.

TECHNOLOGY & EFFICIENCY CLIENT SERVICE

DIGITAL VS. PAPERMARKETING & BRANDING

49%

EXPRESS ENVELOPE

YOUR BRAND HERE

Anthony Perrino at 630-800-6654, [email protected], or visit ups.com/professional.


HEINIGERDESIGN+CREATIVE

Thank you ALA-Chicago!For the past six years, I have had the privilege to work with an amazing editorial team to publish over 36 Administrative Advantage newsletters.

As the Administrative Advantage transitions to a new format, we will miss working on the newsletter but we stand ready to build on this great relationship and continue to partner with ALA-Chicago members. Heiniger Design is nimble, proactive and totally committed to helping make your firm all it can be. We have great clients and a proven track-record of providing professional design and marketing support. Give us a call and let’s discuss your next project.

Jon Heiniger OwnerHeiniger Design

219.588.3384 • HeinigerDesign.com

BRANDING ADVERTISING & MARKETINGMATERIALS

DIGITAL & WEB DESIGN

New identity for Hall Prangle Schoonveld, LLC Brochures for Arnstein & Lehr, LLP New Web Site for Hoogendoorn & Talbot, LLP

MARCH / APRIL 2019 ISSUE FOR THE GREATER ......Rojas Welcome to our Incoming Board Front Row:...

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