Over the past three decades legal practice has become increasingly more complex, demanding, pressurised and competitive each year.
Life as a partner or business owner places a high level of continual pressure on you to perform financially.
Many partners live by a system of yearly performance reviews.
It is often now said that “you are only as good as your last month’s billings as a partner”.
Many partners live by a system of yearly performance reviews.
One of the most difficult issues facing many firms is how to deal with under performing partners.
Another equally confronting issue is how to reward an over performing partner.
Your firm’s culture can be determined or altered by how partners are assessed and reviewed for their performance both financially and non-financially.
Our director, Philip Gleed has vast experience in assessing and reviewing partner performance, developing KPIs for partners and creating remuneration models for partners.
He works with our clients to design and implement partner performance review programs which are both fair and well balanced.
He also works with our clients to develop and implement what partnership remuneration model best suits their needs ranging from an equal profit share, a traditional lock step or the many other hybrid remuneration models available within the market place.
Where appropriate, he can also chair a firm’s partner remuneration committee and offer independent and objective advice.