Best Practices for Handling Turnover and/or Time Off at a Small Law Firm
Tips for building an effective small collaborative law firm that works when a team member is out.
[PLEASE NOTE: The following is not written using AI, these are my personal thoughts]
#1 Overlap in functional knowledge
This is the most important concept to master. Ensuring multiple people at the firm have a functional knowledge of SOPs regarding specific tasks will ensure you are never left hanging when someone is out. Depending on the size of your firm, that may mean you have an understanding of how the firm handles tasks. The goal is not to have everyone know how to do everything, but instead have 2 people who can accomplish any task the way you prefer it to be done.
#2 Documented SOPs
The “worst case scenario” is that no one with functional knowledge has to complete a particular task; the reason is because it will take much more time and effort to complete the task. However it is important things get done, so having backup documentation of how to accomplish all tasks within the firm is a must! I suggest using a video platform like Loom, Teams (free) or Zoom to have someone walk through each step; this will allow the watcher to get a visual understanding/training on the task.
#3 Having additional staffing
I recommend having a team member working at least a few extra hours each week. This person can be a legal assistant, who wants to learn the ropes and become a paralegal or a freelancer, who takes the overflow tasks. This will make it easier for your firm to be flexible in the event of unexpected short staffing. It also allows the existing team members to feel better supported and less stressed.
If you're a small to medium sized law firm navigating the balance between growing your team and managing overhead, Asked + Answered can help! Whether you need help recruiting the right paralegal for a permanent hire or want outsourced paralegal support while you figure out your next move, we specialize in connecting attorneys with experienced legal talent — on your timeline and your terms. Reach out at: support@a3socal.com
Onboarding Essentials Small Law Firms Always Skip
Here are a few essential but necessary things I received at larger firms, but never at a small firm:
[PLEASE NOTE: The following is not written using AI, these are my personal thoughts]
In my 15+ years supporting attorneys, I’ve noticed small law firms can be less able to onboard efficiently and miss important information that I was given up front at larger firms.
Here are a few essential but necessary things I received at larger firms, but never at a small firm:
· Formal job description – what all I am expected and not expected to work on
· Firm contacts with a delineation of who to contact for what
· Standard operating procedures for my job duties
· Firm tech use and security rules regarding devices, email, spam/phishing, passwords, etc.
· AI use policy
· Non-discrimination policy
· Preferred vendor lists for specific services
· Policy for use of company accounts, credit cards, financials, expenses, etc.
If you're a litigation law firm navigating the balance between growing your team and managing overhead, Asked + Answered can help! Whether you need help recruiting the right paralegal for a permanent hire or want outsourced paralegal support while you figure out your next move, we specialize in connecting attorneys with experienced legal talent — on your timeline and your terms. Reach out at: support@a3socal.com
How Much Should I Pay a Paralegal in 2026?
Tips for deciding how much to pay your paralegal
[PLEASE NOTE: The following is not written using AI, these are my personal thoughts]
Compensation is one of the hardest business decisions to make as it affects your bottom line/operational budget and can be a deciding factor on how many staff members the practice can afford. To make matters worse, law firm owners don’t want to pay top dollar for a mediocre staff member.
In my 15 years+ in law firm operations I’ve gathered a few tips to give you an idea of what you should be paying your paralegal.
1- Understanding what compensation is:
Compensation is not just hourly pay. Alternative compensation includes benefits, bonuses, PTO, profit sharing and the like. There are of course other expenses that go along with having an employee such as taxes, payroll insurance, office space, supplies and app/platform subscriptions, etc. The full gamut should be considered prior to hiring, so you know what you are comfortable with offering.
2- Understanding what rate is considered “Fair”:
My go to resource for figuring out what you should be paying based on your paralegal role, location and the preferred level of expertise is Robert Half’s Legal salary calculator: https://www.roberthalf.com/us/en/insights/salary-guide/legal
I’d be remiss not to mention that experience level is highly impactful when understanding what fair compensation is. Your candidate’s experience level along with the desired skillset for your role should be matched. I’ve seen candidates walk away because they feel their not being fairly compensated for their level of skill; when often their level of skill is simply not needed for that particular role.
3- Compensation ranges:
I suggest using a range when posting a new opening as it gives you flexibility to bring on a candidate at a fair rate (for fair job performance) and to accelerate their pay accordingly once they’ve shown you how they perform. What I mean by that is: the starting rate would be at the low end of the posted range, with a 90-day review built in. From there, strong performers are eligible for a bonus, a pay increase, or both; it's 100% performance-driven, so the ceiling is really up to them. If the paralegal doesn’t get the additional compensation after the 90 days, you can revisit the topic bi-annually. This will afford you the opportunity to give critiques, which the team member can improve on and ultimately earn the desired compensation; while simultaneously ensuring you are not overpaying.
4- Sweeten the deal with other forms of alternative compensation:
I worked for a firm that gave profit sharing if we met certain criteria for performance. I also had a firm that would give additional PTO days to top performers. Law firm staff love PTO and offering extra PTO is an excellent way to get someone who is not 100% satisfied on the lower end of the pay range (I suggest offering an extra 3-5 days PTO if you are in this scenario).
Whatever you decide, be clear in your offer letter/employment contract so that the candidate understands what is on the table when it comes to compensation.
5- Discuss compensation prior to the interview:
I’m a huge proponent of “not wasting anyone’s time”! Many candidates in today’s job market will see the compensation as something they can negotiate; they will complete the interview process and then ask for much more money than the job [posting] ever offered. Make your compensation policy/plan clear before you waste your time and theirs.
If you're a small litigation firm navigating the balance between growing your team and managing overhead, Asked + Answered can help! Whether you need help recruiting the right paralegal for a permanent hire or want outsourced paralegal support while you figure out your next move, we specialize in connecting attorneys with experienced legal talent — on your timeline and your terms. Reach out at: support@a3socal.com
How Do Legal Recruiters Work and Should I Use One?
Understanding recruiter basics and whether it's worth their time.
[PLEASE NOE: I did not use AI to write this. These are my thoughts, based on my experience.]
Here’s how the typical legal recruiter works:
· Recruiters scour resumes and profiles from sites like LinkedIn, indeed and zip recruiter and do outreach;
· Recruiters build a database of candidates from previous job searches, previous communication and referrals;
· Recruiters post jobs as needed to get candidates for roles they have been assigned to fill.
· Recruiters have screening meetings and calls to get to know the candidate, their experience and an understanding of what they are looking for;
· Recruiters present all candidates they believe may be a good fit based on their resume and screening as a “shortlist of candidates”;
· Recruiters charge 25-35% of the candidates annual salary based on the job offer.
Recruiters DO NOT:
· Give preliminary skills and knowledge testing unless required by the firm they are executing a search for;
· Fully vet candidates;
· Give refunds and most don’t give placement guarantees.
You should work with a recruiter if:
· Neither you nor anyone on your team have time to complete the process in house.
Resume review & screening typically takes 8-25 hours
Interviewing typically takes 6-12 hours.
Decision, reference checking & offering/negotiation takes 2-5 hours
Onboarding can take 4-8 hours
Total time investment: roughly 20–50+ hours before the person even starts producing
· You have the operational budget to afford the additional expense;
· You want to avoid the spam that comes with job posting
· You don’t mind interacting with a high volume of candidates
The Asked + Answered approach to recruiting paralegals:
· 3 Well vetted candidates at a time – receive a profile highlighting their skills, knowledge, personality and experience;
· Volume reduction: we filter the spam, flakes and unqualified candidates to make sure you interview only the best candidates;
· Onboarding assistance;
· Low flat-rate pricing;
· Placement Guarantees;
If you're a small litigation firm navigating the balance between growing your team and managing overhead, Asked + Answered can help! Whether you need help recruiting the right paralegal for a permanent hire or want outsourced paralegal support while you figure out your next move, we specialize in connecting attorneys with experienced legal talent — on your timeline and your terms. Reach out at: support@a3socal.com