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Since the outbreak of COVID-19, Dutch hospitals have rapidly implemented (or opted for) a centralized system for allocating (COVID-19) patients to available (ICU) beds. This is done through a single computer system to which all hospitals in the Netherlands are connected—or will be connected in the near future—so that it is possible to see in real time how many beds are still available for (COVID-19) patients in each region or hospital. Unfortunately, even such a system cannot prevent beds from eventually running out. The concept of Resource Management is therefore not suddenly obsolete.

In my previous job as a Resource Manager at an international law firm, I was responsible for assigning new cases to the associate attorneys and staff attorneys. New cases were assigned to me by the partners, counsel, and senior associates so that I could distribute them among the associate attorneys and staff attorneys, who provided me with their availability for the coming week(s) on a weekly basis. Real-time availability, incidentally, was still—and primarily—a manual process, but it was well supported by available software. Organizations that employ effective resource management practices are generally more successful—both externally, by offering fast and high-quality service (optimal workforce utilization), and internally, by providing broader and more equitable training for younger colleagues (lower turnover, higher employee satisfaction).

In the world of consulting, this methodology has been in use for years, but within the legal profession, it’s a rather “revolutionary” concept—as I unfortunately realized quite quickly. Nevertheless, central staffing can be an ideal way for law firms (and certainly for larger corporate legal departments) to distribute work more evenly among the available staff. In principle, all team members would then experience a similar workload and be able to undergo comparable professional development. Central staffing also leads to greater efficiency, allowing for more output to be delivered with the same number of staff.

In addition, technology can be applied to relatively standard processes (such as automating certain document reviews, corporate housekeeping, billing management, etc.), allowing interns, employees, or legal counsel to experience a more challenging and accelerated learning curve.

Finally, if a firm is willing to implement central staffing not only within its own practice group or legal department but firm-wide, sound resource management can offer an excellent solution in the event of peak workloads caused by occasional, sharp economic fluctuations. It’s an ideal way to provide optimal service under high pressure while maintaining good employment practices!

March 2020, Judith van Haersma Buma

Please feel free to contact Judith van Haersma Buma or one of my colleagues at Voxius.