It is cheaper if six to eight employees share a session, for which they can be charged by the day or half day. The Personnelity For the modern law firm, as for many types of organisations, the need to encourage diversity has become something of a mantra for success. Whether it refers to client lists or areas of practice expertise, diversity is hailed by many as the new specialisation. Nowhere is this quest for diversity felt more keenly than in the HR office. Although last year's dotcom brain-drain may have subsided, law firms are still fighting a fierce war for talent, not only against each other, but against other professional services firms as well.
Good staff are hard to find - and even harder to keep.
In such circumstances it stands to reason that the wider the recruitment net is cast, the better the chances of catching the best fish. But in order to make a firm's offer attractive to as wide a potential pool of recruits as possible, it has to be flexible. It is no longer enough to simply offer a standard package for all staff and hope that enough people are attracted by the thrill of working for Europe's leading law firm, or whatever boast the recruitment ads make. The need for reward and HR polices to appeal to a diverse range of lifestyles is one of the key drivers behind the explosion of so-called flexible benefits policies, where employees are given a fixed amount to spend on benefits and can choose from a menu of different options. A positive spin-off from these schemes is that, often for the first time, staff begin to appreciate the value of the benefits they receive.