Heidi Marcum Electronics.

Production Center

The traditional secretarial support structure no longer meets the needs of many businesses. Many reasons were attributed to a radical change in the needs Support: Customer expectations have changed and the lawyer, with administrative support, information management and liaison with clients to come avant-garde and the traditional need for typing, filing and telephone message services reduced by technology and a wide Global 24 / 7 working environment exceeds traditional secretary from September to May schedule work, and the secretary himself is more attracts and retains talent pool for jobs. The main reason given for secretaries to terminate employment is simply a lack of challenge.

Fresh is also a problem. An office of three hundred lawyers in New York has a payroll support a maximum of 8.1 million, or closer $ 9,000,000 if the real estate, equipment and other types of support are included. The current ratio Attorney to Secretary of 3 to 1, this is $ 30,000 per lawyer, per year.

In a large firm in New York City law, an executive noted that playing with the existing support structure does not solve these problems major. At best, it marginally improved productivity and, at worst, it decreased employee morale. A decision was made to conduct interview with a study to determine how to secretarial and other administrative services were used and that the new strategy could be developed. Secretaries, partners and shareholders of these unilaterally expressed deep concern:

Different support needs. Partners, counsel and associates workers needed with administrative skills to manage the flow of information, communicate with clients, assist with marketing presentations and complete billing and research. Junior lawyers needed to help document production and office workers.

Inconsistent support for associates. With the support of representatives of secretaries widely varying seniority, junior associates included received poor service or no service.

Lack of skills development. A course lacked reasoned, that would allow the Secretaries to assume a more stimulating and fruitful.

"Single point of service" concept. Having a single point of contact when dealing with all support needs has been an apparent gap in the overall operational efficiency.

Customer focused support. The hours of service was offered needed to be closer to world time, he was asked.

In response to all these comments, a new strategy was designed, its implementation took place.

The strategy has created four categories of secretarial positions. Each has different roles, structures of employment and salary scales, thus providing a career path for future employees: Secretariat Coordinator, Administrative Secretary, Secretary of the Service Center and Floater.

The Administrative Secretary works on a team that takes support, within a specific practice area, a specific group of partners, lawyers and prosecutors from senior management. Teams are compromises on both three members, each supporting two to three lawyers-attorneys to 12 in total for the whole team. Through ongoing participation with a practice area, secretaries become part of its operation. As a team, they are able to offer all the basic skills by lawyers and, hopefully, an "expert for everything." Secretaries incepted training initiative implemented for this position, extensive training in administrative skills in customer service, technical applications and support high-end. The company intends to gear the training desired to maintain its most valuable resource administration.

Salary for secretaries of Directors is at the end upper range of the secretariat. Due to the competence enhanced game play this group of workers grows, the traditional market cap may even be moderately high.

The coordinator of the secretariat and the secretary of the Service Center positions are located in center secretarial service. These are areas of full service support for the junior to mid-level associates and paralegals, and each floor has a practical center which, including the coordinator has up to four people. A secretary was assigned five to eight lawyers and paralegals to assist so that the center will coverage up to 32 employees tax. In addition to treating all phones, document production and support services for people with fresh Junior overflow document for senior partners and partners can be treated here. Ultimately, the Secretaries receive a close supervision in a pool, highly leveraged environment.

The coordinator of soil is the contact person at one point where a lawyer need service. Coordinators oversee the workflow of a center, to manage staffing, scheduling, attendance and vacation for the floor, and help prioritize courier, fax and copy projects, so they treat some of the workload.

Recruitment centers at the entry level wages. There is a ceiling of possible further increases as we advance beyond the centers. Floaters, as an interim position, also have opportunities for advancement-Floats provide support to the demand for facilities and administrative teams in secretariat.

These four positions are part of a carefully designed strategy, is to address a real world situation. Implementation in the real world was a laborious process: the detailed job descriptions and performance guidelines were developed for all staff, secretarial staff received extensive training expertise, and a pilot program showed that expectations should be service centers. Various stakeholders in the process were considered a communication plan developed, which was then presented to senior management, partners, practice groups and secretaries. The overall objective of all these efforts and planning has been to improve materially service levels.

It has been a success. Associates now receive high quality services and consistently offered to all time of day. The most talented and experienced secretaries are focused and challenged to work for the partners and other attorneys senior management. As an enhanced service, cost savings were achieved, the attorney-secretary ratio improved from 5 to 1, which, besides the savings in property, equipment and other support services, has resulted in a saving of over $ 3,200,000 per year.

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