I've been giving a lot of thought lately to the question, "What is the perfect law firm?" As I work to change my practice, I admit that I have been looking at the firm from my perspective as the lawyer, and not from the perspective as a firm employee. In this article in Information Week the authors point out ways to motivate employees in uncertain times:

Focus on satisfying fundamental needs first, such as workload relief and compensation, then move on to higher-level motivators such as empowerment, creative work, and advancement opportunities.

The authors also suggest eleven factors to take into consideration when designing a job:

1. Direct feedback that is prompt, objective, constructive and actionable
2. New learning and skills that are valued by the employee for his growth or security
3. Efficient work processes and scheduling to alleviate deadline pressures
4. Control over scarce resources, i.e., mini-budgets
5. Open communications to counter the rumor mill
6. Accountability
7. Elimination of unnecessary threats and punishments
8. Tasks and group missions that are related to both personal and organizational goals, and that pay off in results
9. High levels of trust, respect, and encouragement
10. Recognition of accomplishments and
11. Re-matching people to jobs based on the new vision and direction

I am going to be hiring at least two new employees in the next twelve months. I am already planning on offering flexible part-time schedules and competitive pay, but these factors will be good for me to keep in mind when preparing the job descriptions and interviewing the candidates. However, the factors strike me as something all reasonably competent bosses/managers should do already -- then I remembered big law firm life.