The contentious issue of hybrid work models continues to beset the legal industry, sparked by the drastic changes Covid-19 brought into the work environment. Post-pandemic, many firms have acknowledged the loosening of the five-day office paradigm in the name of hitting billable targets, but effective strategies for managing hybrid workplaces have yet to find universal agreement.
In their stride to find equilibrium, Goodwin has decided to make office attendance a more crucial aspect of firm life. Noted to be a blend of heightened surveillance and incentives, this move was communicated to the firm’s associates in an email from the firm’s leaders, Anthony J. McCusker and Mark T. Bettencourt, revealing a new program dubbed “Showing Up @ Goodwin”.
Continuing with their quoted successful hybrid work model—three in-office days focusing on mid-week—Goodwin is taking an unyielding stance on in-office attendance. The firm is following the path of previous Biglaw firms, not shy to utilize technology and impose tangible repercussions to ensure adherence.
Central to their strategy is the unveiling of personal attendance dashboards, created to monitor and track office time by logging computer use. Stated in their email announcement:
“Second, we are launching personal attendance dashboards to help you manage and track time you spend working from the office. Your individual attendance data, gathered through computer logins, is meant to be a tool for you and those who support your development.”
In addition, anticipated office engagement is being tied to performance metrics, with in-office attendance data shared with several influential committees and managerial teams as a broader basis for performance and engagement evaluations.
However, Goodwin is also implementing ‘carrot’ strategies to enhance the office environment:
- Showing Up Raffle: Groups reaching the in-office attendance standard in a given cycle will automatically gain entry into a raffle to win funds to support team socialising.
- Local Fun Fund: All Goodwin’s partners and employees globally will be asked to propose ideas for office-related colleague gatherings, based around a shared activity or interest, with a new budget allocated monthly and proposals evaluated on a first-come-first-serve basis.
Seen to be striking a balance against harder hybrid work strategies, Goodwin’s approach is a legitimate attempt at making office life more enjoyable for everyone. Despite the future of physical offices being secure, the endeavour to heighten their appeal remains a valid quest.