The people who deliver the work.
WHAT ROLES TYPICALLY EXIST
Partners or principals Senior professionals Junior professionals and trainees Support and administration
WHAT THE STRUCTURE DEPENDS ON
Work delegated to the appropriate level.
WHY IT DETERMINES PROFITABILITY
Senior people performing junior work destroys margin.
WHAT TO ESTABLISH
What work each level should perform.
WHAT PREVENTS DELEGATION
Lack of trained juniors Reluctance to let go Client expectation of the senior person Time pressure
WHAT TO ADDRESS FIRST
Training, because the others follow from it.
WHAT SUPERVISION REQUIRES
Review of work before it leaves Availability to answer questions Feedback
WHY REVIEW BEFORE RELEASE
Errors reaching clients are claims.
WHAT TO ESTABLISH
That nothing goes out unreviewed at defined levels.
WHAT TO TRAIN
Technical skills The firm's methods and standards Client handling Time recording and its importance Professional obligations
WHY TIME RECORDING SPECIFICALLY
Unrecorded time is unbilled, and juniors systematically under-record.
WHAT DRIVES RETENTION IN PROFESSIONAL FIRMS
Interesting work Development and progression Reasonable hours Fair reward Being treated as a professional
WHY HOURS MATTER
Sustained excessive hours drive departures and they reduce quality.
WHAT TO MEASURE
Utilisation and realisation by person Work quality and review findings Development against expectation
WHAT TO ESTABLISH
Clear progression, and what it requires.
WHY
Ambiguity about advancement is a leading cause of departure.
