Executive summary |
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vii | |
About the authors |
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xiii | |
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Chapter 1 The role of the professional support lawyer |
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1 | (8) |
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1 | (1) |
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The "traditional" professional support role and how this emerged |
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1 | (1) |
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How the role has developed |
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2 | (2) |
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The skills required to be an effective PSL |
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4 | (2) |
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How professional support differs from the more traditional legal role of fee earning |
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6 | (1) |
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7 | (2) |
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Chapter 2 Career paths for professional support lawyers |
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9 | (6) |
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Diverse routes a professional support lawyer (PSL) can take over his or her career |
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9 | (1) |
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PSL career structures in law firms |
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9 | (1) |
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Flat structure of PSLs in law firms |
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10 | (1) |
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Senior roles for PSLs within law firms |
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10 | (2) |
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Roles for PSLs outside law firms |
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12 | (2) |
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14 | (1) |
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Chapter 3 The evolution of knowledge management -- meeting the future |
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15 | (6) |
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15 | (1) |
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15 | (1) |
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16 | (4) |
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20 | (1) |
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Chapter 4 Pro bono management |
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21 | (18) |
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21 | (1) |
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How many dedicated pro bono roles are available? |
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21 | (2) |
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What responsibilities are included in the role? |
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23 | (2) |
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What are the usual job titles for dedicated pro bono roles? |
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25 | (1) |
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What skills do I need to be a pro bono professional? |
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26 | (3) |
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What is a typical day like in a pro bono role? |
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29 | (2) |
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What support is available for pro bono professionals? |
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31 | (3) |
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How do I become a pro bono professional? |
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34 | (5) |
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Chapter 5 Risk and compliance |
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39 | (16) |
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39 | (1) |
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How are risk and compliance teams structured in law firms? |
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40 | (2) |
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42 | (8) |
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What skills and attributes are needed for roles in risk and compliance? |
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50 | (1) |
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What knowledge and qualifications are needed and what training can be undertaken? |
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51 | (1) |
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Career progression routes |
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52 | (1) |
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What does the future look like? |
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53 | (2) |
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Chapter 6 How to create a successful career in legal business development |
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55 | (8) |
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How do you embed a culture of business development throughout your firm? |
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55 | (1) |
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56 | (2) |
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The benefits of bringing legal experience to business development |
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58 | (1) |
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59 | (1) |
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You have to see it to be it |
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60 | (1) |
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60 | (1) |
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61 | (2) |
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Chapter 7 The shifting sands in talent management |
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63 | (8) |
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63 | (1) |
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63 | (1) |
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64 | (2) |
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How to choose your HR talent specialism |
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66 | (1) |
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Qualifications and routes into talent management |
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66 | (1) |
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Emerging in-demand skills to perform talent roles |
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67 | (1) |
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Marketing, branding, and networking in the talent management space |
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68 | (1) |
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My path into talent management |
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69 | (1) |
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70 | (1) |
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Chapter 8 Communications -- bringing brand to life |
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71 | (6) |
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71 | (1) |
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72 | (2) |
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74 | (1) |
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75 | (2) |
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Chapter 9 Oh the places you'll go: careers in legal innovation |
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77 | (8) |
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77 | (1) |
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77 | (2) |
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Leading innovation in a law firm |
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79 | (3) |
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New and emerging roles in legal innovation |
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82 | (1) |
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83 | (2) |
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Chapter 10 Legal operations -- transforming the way legal services are delivered |
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85 | (12) |
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Solving the challenge of legal's value gap |
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85 | (1) |
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So, what is legal operations? |
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86 | (1) |
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The growth of legal operations |
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86 | (3) |
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Legal operations taxonomy |
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89 | (4) |
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Building your legal operations career |
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93 | (2) |
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95 | (2) |
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Chapter 11 The role of legal engineers |
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97 | (10) |
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What do legal engineers do? |
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98 | (2) |
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What skills should legal engineers have? |
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100 | (3) |
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Does every law firm need legal engineers? |
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103 | (1) |
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What do law firms need to create the role of a legal engineer? |
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103 | (2) |
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105 | (2) |
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Chapter 12 The emerging world of ESG |
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107 | (10) |
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107 | (1) |
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108 | (1) |
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ESG specific roles in the legal sector |
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109 | (2) |
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What can you do to pivot? |
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111 | (3) |
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114 | (3) |
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Chapter 13 Hyperspecialization: How the Digital Revolution will lead to new legal careers |
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117 | |
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The Digital Revolution: impact on the legal industry |
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118 | (2) |
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The Digital Revolution: digital maturity leads to hyperspecialized roles |
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120 | (1) |
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Hyperspecialization example |
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121 | (2) |
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123 | (2) |
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About Globe Law and Business |
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125 | |