The Evolving Outward-Facing Role of Knowledge Management (Part 2 of 2)

24 Jun

Guest Post by Corinn Jackson and Karen Sundermier, Littler Mendelson

In our previous post, we discussed how we see the KM role evolving from inward-facing support of practicing attorneys, to direct client services geared towards in-house attorneys.

Here, we consider how KM can successfully approach this changing role and answer the question we posited earlier: WDIHCW?  What do in-house counsel want?

Publications

In-house counsel are busy, intelligent, multi-tasking attorneys fielding questions from and advising many business units within their organization.  They want something at their fingertips that keeps them up-to-date on a wide range of areas of law.  Dependable publications from their outside counsel can serve as a first stop for in-house counsel when they have a general question about the law.  Whether these are large legal compendiums that cover multiple areas of the law in a variety of jurisdictions, or smaller more narrowly-focused guides, reliable publications of any variety can be an invaluable resource for in-house clients.

In this vein, publishing shorter online articles is a way for a KM department to provide in-house counsel with to-the-point summaries of legal developments, new cases, and new laws. In providing brief, timely legal publications, we should ask ourselves, WDIHCW?

Clients want the bottom line: “How does this affect my company?  What does it mean for our business?  Do I need to do anything?”  By their nature, online articles are not only timelier and less labor-intensive than more in-depth treatises, but they comprise a strategy any KM department—regardless of firm size or specialty—can employ to keep clients up to date on emerging legal developments.

Our ASAP articles, which are concise analyses of up-to-the minute legal developments by region, are distributed based on client-identified industry and legal areas of interest.  Likewise, Littler’s 11 different legal blogs on a variety of subjects allow clients to subscribe based on their specific area of concern.  For example, a large retail client that employs primarily hourly workers in a number of different states may be more interested in our Wage & Hour Counsel blog, while a smaller tech company might be more interested in our Workplace Privacy Counsel blog.

Subscription Expert Systems-GPS

In-house counsel are also looking for quick solutions to those “fires” they are called to put out.  Take the company with operations in several states that needs to know plant closing and layoff laws of six states immediately, lest they inadvertently break those rules by not providing enough notice of a major business restructuring happening in 61 days. While in-house counsel could call on the law firm attorney, who likely will draw on KM resources to answer the question, a KM department adds value (and pleases clients) when it offers topical legal research that in-house counsel can access from their desks, without picking up the phone and incurring a charge each time.  At Littler, we offer A Guide to Policies by State, or GPS, which is a subscription service that offers clients a continually updated database of select employment regulations for every jurisdiction in the country.  While some may argue it is not KM’s job to answer legal research questions, providing a technological platform to deliver research answers to clients is exactly what KM should be doing.  KM’s success comes when it can move outside the walls of the law firm and extend the invaluable service it has been providing to firm attorneys directly to firm clients.

Matter Management And More–Littler CaseSmart

A central goal for any successful KM department is to continually monitor new technological developments to employ cutting-edge platforms to deliver the resources necessary to most efficiently answer clients’ needs—sometimes before they know they have them.  Clients do not want to pay a law firm to continually reinvent the wheel.  One significant way that law firm attorneys can retread the same ground is processing employment charges (filed with an administrative agency) for the same client, a process which can in many ways be rote.

By developing a support system for employment charges filed with state and federal administrative agencies, which involves customized work-flow, assignment tracking, and document automation—we call it Littler CaseSmart—we have drastically streamlined the time it takes for our attorneys to respond to administrative charges.  Beyond merely streamlining the process for firm attorneys processing these charges, Littler CaseSmart provides a client dashboard showing the status of each charge and capable of creating customized reports based on the specific data the client is seeking, such as the regions where charges may be on the rise, whether certain supervisors are being repeatedly targeted, or how different state agencies may approach and resolve charges.  Clients may also monitor the dashboard to make efficiency determinations regarding how the work is being processed.  Indeed, such aggregation of data and resulting comprehensive view for in-house counsel is typically well beyond what companies have the means to create and maintain on their own.

Client Self-Help

Further value-add from KM can include automated documents, secure client extranets, customized e-newsletters, and web-based training programs to provide directly to clients.  One new platform Littler offers clients is the Healthcare Reform Advisor, a free, web-based, interactive online system that helps employers determine whether they are at risk of having to pay a penalty under the Affordable Care Act’s (ACA) “pay or play” mandate and estimate what those penalties may be.  After employers complete the online evaluation, Littler’s Healthcare Reform Consulting Group offers a brief consultation to discuss the results and potential risks for penalties under the ACA.

Conclusion

Every KM department is different and the key to determining what components work best for your firm’s clients is to not only help provide traditional legal services, but to focus on applying the expertise of your attorneys delivered through the latest online technologies.

KM is moving beyond its original audience of firm attorneys and the corporate organization and now communicates directly with the purchasers of legal services.  KM can answer WDIHCW and respond to client needs in innovative ways that stretch far beyond the traditional attorney-client relationship.

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One Response to “The Evolving Outward-Facing Role of Knowledge Management (Part 2 of 2)”

Trackbacks/Pingbacks

  1. Lost in Translation? KM Counsel Can Help | ILTA KM - December 6, 2013

    […] professionals to help coordinate marketing-related initiatives. KM Counsel provide content and help identify key developments that should be the subject of firm publications. Collaboration between these departments permits […]

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