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cises law firms have been attempting to roll out over the last few years. It may not be something every in- s the flipside of client feedback exer- but pointed out that unless these issues are addressed, problems that are caus- ing friction between the two teams wouldn't change. It' house department has the resources to do but if your firm isn't asking you for feedback it may be something to consider. From May to July 2011, LexisNex- problems, and increasing client loyalty — 92 per cent of respondents identified improving individual client relation- ships as the best use of the information gathered. Other applications included defining client service standards and as a tool in developing strategic planning. According to Kelli Wight, director of is Martindale-Hubbell in association with the Wicker Park Group canvassed 58 Canadian law firms to collect and compile their views on the value and objectives of client feedback initiatives. More than half of the firms in the study (57 per cent) had more than 150 lawyers and the same percentage of respondents were law firm marketing professionals. Among the top objectives of cli- business development for Cassels Brock & Blackwell LLP, firms can learn from client feedback on a variety of issues. "Often when people are in the throes Often people feel if we've interviewed our largest clients we've covered it off, whereas you might find the most opportunity for improvement and busi- ness development will be with those people you aren't talking to as frequent- ly, of working on a deal there's never the right time to bring up something that may annoy someone. Whereas when you actually sit down and say, 'I want to hear about what's happening, the perfect time for the client to bring it up, ent feedback programs reported in the study were identifying business devel- opment opportunities, uncovering deciding which clients to solicit exten- sive feedback from. "The very large clients are often The challenge for large firms is ' that's " says Wight. "Almost all clients have some sense of annoyance." reviews with firm clients, but Wight questions the value in those as opposed to someone who represents the firm and is in a position to make changes. In the case of Target, they choose the two people they work with the most so that the feedback they provide is served up to the right source. "The reality is it's a time-consuming " says Wight. Some firms hire consultants to do process. Our managing partner is going to be doing a client feedback interview in Woodstock in September and that's a whole day. You have to question those who say, 'We interview thousands of our clients every year. such a centre of focus for a firm but it doesn't mean there aren't problems. who is doing those interviews, how good are they, and how diligent is the follow up process?" IH ' I would question Employment and Labour Lawyers Experience Counts. Referrals respected and appreciated. Shields O'Donnell MacKillop LLP 416.304.6400 65 Queen Street W, Suite 1800, Toronto, Ontario Canada M5H 2M5 Shields_IH_Apr_11.indd 1 CANADIANLAWYERMAG.COM/INHOUSE OCTOBER/NOVEMBER 2012 • 3/1/11 10:04:56 AM 41

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