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How to engage a contingent workforce
To win in today’s competitive business world, companies and private practice law firms need to adapt to their evolving landscape and develop an agile workforce which enables them to tap into expert knowledge, argues a legal recruiter.
Jerome Doraisamy
In a published whitepaper, Alifery Freelance Lawyers and Gatehouse Legal Recruitment general manager Louise Hvala wrote that legal leaders at the forefront now look beyond the traditional methods of employment.
“It is taking companies and firms anywhere between three to six months, and sometimes longer, to attract and secure permanent legal talent for their teams, which is resulting in further stress and pressure, as they are unable to deliver on the demands of their clients within the time frames required.”
Ms Hvala suggested three primary strategies that law firms and legal organisations can implement in order to best work with a workforce that is contingent or freelance: shift mindsets and align the organisation, extend talent acquisition and retention strategies, and commence a pilot program for freelancers.
“The creation of an agile workforce begins with changing how people think about the ways tasks or jobs are performed, and then ensuring the whole organisation is aligned with this new method of working,” she posited.
“[Regarding acquisition], the traditional methods of employment are changing, with permanent employees being replaced by contractors, gig workers, freelancers and other service providers that provide companies and firms the flexibility and expertise needed. However, since HR teams are not involved in the sourcing and hiring decisions for contractors and freelancers, it appears freelancers aren’t obliged to follow the company's policies and procedures, which may result in future issues.”
“[And] a pilot program will serve as a trial that helps to determine if any adjustments are needed, or to highlight any unforeseen future challenges to ensure the company is well prepared to handle issues when they come up.”
Companies and law firms that fail to prepare for an expanding gig economy face many future challenges if they want to remain agile, retain talent and service their clients, she warned.
“In contrast, those companies and firms with foresight, who embrace contingent workers and freelancers, will be capable of quickly scaling their workforce to meet the changing and expanding demands of their clients, allowing them to stay ahead of their competition, increase productivity, boost employee morale, reach company KPIs and better service their clients.”
“However, reaching this advantageous position requires a lot of planning, flexibility, access to the right technologies and online talent marketplaces, as well as the proper mindset and appropriate shift in organisational culture. Companies should start working towards an agile contingent and freelance workforce as soon as possible to stay relevant and grow,” she concluded.
Jerome Doraisamy
Jerome Doraisamy is the editor of Lawyers Weekly and HR Leader. He has worked at Momentum Media as a journalist on Lawyers Weekly since February 2018, and has served as editor since March 2022. In June 2024, he also assumed the editorship of HR Leader. Jerome is also the author of The Wellness Doctrines book series, an admitted solicitor in NSW, and a board director of the Minds Count Foundation.
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