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In Part One of this three-part series on the power of retention, we discussed the costs of employee turnover. As we showed in that post, the data on retention is clear—organizational churn negatively impacts employee productivity, morale, culture, and client service, to say nothing about the bottom line. Many companies succeed because they get good people and keep them.  This is true in the market for legal services as well.

A number of factors contribute to the value of professional services firms. One factor is pricing—how much does it cost to get the service a client needs? The cost infrastructure in Big Law—with high overhead, massive office space in big cities, and the like—drives high rates. At Hilgers Graben, our disruptive model has allowed us to keep rates sane and more closely tied to the cost of providing elite teams of litigation attorneys.

When it comes to complex cases, we recognize that the impact of legal teams is driven by their cohesion. Our firm’s hub and spoke system is unique not just because we leverage a lower-cost physical footprint, but because we do this by also making sure that the full force of battle-tested, in-person collaboration is available across our national footprint. We are constantly looking for innovative ways to attract and retain teammates who can trust each other with the high-level work of sophisticated litigation, and the Hometown Program is a product of that effort.

Successfully defending—or prosecuting—a large, complex case requires the balance of three sought-after ingredients.