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Addressing the compensation dilemma of Brainard, Bennis, and Farrell 1. BBF is one of the largest law firms in the US with regard to the number of...

1. What are the causes of the complaints about the compensation decisions at BBF?
2. What changes should BBF make in response to these problems? Should BBF eliminate subjectivity from the evaluations? If so, how?
3. Examine Exhibit 2 [column A represents median or average lawyer performance; B-H represent actual lawyers]. How would you allocate points to partners B-H? What are the most important performance measures?
What weights would you give them? How would you use the qualitative information at the bottom?
4. What are problems with subjective evaluations BBF experienced? Given such problems, why do companies use them? What policies can make them more effective?

Addressing the compensation dilemma of Brainard, Bennis, and Farrell 1. BBF is one of the largest law firms in the US with regard to the number of lawyers employed and their associates. It is a firm that has registered a lot of success both in practice and financial earnings. The firm was started by three strong partners whose main mandate was to come up with a firm that shall enable them to put together their legal minds. This was to facilitate service delivery and other forms of prosperity involved. The economic times have changed so much and so have the lawyers and other professionals hired in the firm. The firm has found it hard to come up with suitable criteria to determine how to compensate employees because it still dwells on the old format of seniority as opposed to performance. The complaints about compensation result from the traditional approach of rewarding lawyers according to seniority. This notion has seen older servants get much money at the expense of their young and vibrant counterparts. The young lawyers are focused on making a fortune for themselves quickly. The older ones are urging them to be patient to qualify to enjoy such benefits. The older lawyers feel that they have served the firm for a long period
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thus guaranteeing their idea of getting much pay. They are the ones that have stayed around for long to convert the firm into what it is today. Young lawyers are much involved in the activities of the firm to the extent of working for several hours. This claim is backed by billing results that show that a young lawyer can work for up to 2000 hours. A senior one works for around 800 hours yet earns more than the former. There is a feeling compensation should be based on performance as opposed to seniority. People like Paul Piccoli are disadvantaged in the sense that he has worked so hard to develop a healthcare practice, yet his efforts are not reflected in the payments he is subjected to by the firm. 2. There are various mechanisms that BBF has to come up with to save the situation. The compensation strategy must be able to forge a balance between seniority and performance. This is because the technicalities of the tasks handled by the firm require resourceful and experienced lawyers to guide and advise the young ones. There is need for energy and speed exhibited by the young lawyers who ensure that tasks are dealt with as soon as possible. This is to avoid having a lot of work at their disposal due to the enlarged clientele base. The firm should compensate each employee with regard to his/her input. Senior lawyers should
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