9 ASIAN LEGAL BUSINESS – INDIA E-MAGAZINE WWW.LEGALBUSINESSONLINE.COM about ensuring law firms collect accurate and timely timesheet data? The practice of placing the burden on partners to ensure their team’s timesheets are complete does not work anymore, and building firmwide discipline is key, notes Anandraj. “Most law firms have a major problem with ensuring that lawyers fill in time, because they don’t. So law firms put in different processes to inculcate a discipline among its attorneys when it comes to time sheets,” she says. One way is to link the timely and accurate filling of timesheets to compensation, Anandraj says. Usually, firms may link timesheet consistency to a lawyer’s performance-linked incentives, but a better way may be to link it to fixed pay. A lawyer’s rating maybe reduced if they fail to submit billing information in a timely manner,” she explains. An impact on promotion and increment inculcates the firmwide discipline needed, especially in larger firms, she adds. Incentivising the lawyer by highlighting and rewarding examples of proper timesheet submissions across the firm is also a good way to bring in the culture a firm wants, Anandraj adds. Bhatiaa and Anand of Legal League believe that increasing awareness among the ranks about the significance of timesheets is crucial to inculcate good practices. “Attorneys may sometimes exhibit resistance to productivity tracking measures, viewing them as intrusive or overly bureaucratic. Many argue that current metrics often fail to capture the full scope of an attorney’s work, overlooking crucial aspects like client relationships, strategic thinking, and pro bono work. However, it’s crucial for them to recognise that these measures are integral to the business processes of law firms,” Anand says. “However, it’s crucial for law firms to strike a balance. While implementing productivity tracking measures is essential, firms should avoid overkill. The emphasis should be on creating streamlined processes that support attorneys in their work rather than burdening them with excessive administrative tasks. Processes can’t be above people!” Anand adds. Notes Bhatiaa: “Attorneys must understand that the sheer volume of work, diverse cases, and the need for effective resource allocation make it challenging to operate without established processes. These measures are in place not to hinder their work but to enhance overall efficiency and productivity. The unique demands of legal practice have to be balanced while acknowledging the operational requirements of growing firms.” STRIKING A BALANCE Contrary to popular belief among associates, law firms do invest resources to find better ways to track their attorney’s times without burdening them. Anandraj, who has also served as commercial director at Cyril Amarchand Mangaldas, has consulted with a few timesheet software creators that have build AI-based models that can simply be plugged into a work computer that will automatically track and input information into timesheets based on the documents, calls, emails and research an attorney does on their system. This significantly reduces the burden on attorneys to fill in detailed timesheets, reducing their job to a mere check and approval. Anand also notes that mobile applications and cloud-based solutions enable attorneys to log their time and access productivity data on-the-go, ensuring that tracking remains accurate and effective irrespective of location. “Future tracking systems may prioritise metrics that directly tie legal work to client outcomes. Firms could focus on quantifiable measures of client satisfaction, case resolution times, and the impact of legal services on clients’ overall objectives,” Anand says. “Modern productivity tracking tools offer customisable metrics and dashboards. Attorneys can tailor the tracking parameters to align with the specific needs of their practice areas,” she adds. In the coming years, artificial intelligence will play a key role in time-tracking, as more firms rush to adopt newage technologies to increase efficiencies across the board. “Future tracking systems may prioritise metrics that directly tie legal work to client outcomes. Firms could focus on quantifiable measures of client satisfaction, case resolution times, and the impact of legal services on clients’ overall objectives,” Anand says. “Advanced AI tools can automate time tracking, analyse vast amounts of data to identify patterns and trends, and predict workloads. The shift towards continuous monitoring and real-time feedback may also be expected. Attorneys may receive instant feedback on their productivity, enabling them to make adjustments promptly,” she adds. Bhatiaa also believes that the introduction of real-time tracking, through AI and wearables, will help improve attorney well-being. “In terms of convenience, this could be as advanced as adoption of wearable technology, which could play a role in tracking attorney productivity, providing real-time data on movement, stress levels, and activity,” Bhatiaa says. “In terms of work-life balance, future tracking systems may prevent burnouts. Metrics can monitor workload stress and identify attorneys at risk of burnout, prompting firms to intervene with proactive support and workload adjustments,” he adds.
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