CBA Record September-October 2024

for litigants, judges, and attorneys, and that use of a virtual platform has a purpose in the administration of and access to justice. A uniform approach to remote court appearances in each division could achieve the following advantages: (1) create increased accessibility and efficiency, (2) reduce costs associated with in-person appearances, and (3) boost attorney productivity when dealing with multiple scheduled court appearances. This approach requires careful consideration of technological readi ness, procedural fairness, and safeguarding of legal rights. Balanc ing these factors will achieve the full potential of remote court appearances while upholding the integrity of the judicial process. In addition, clear guidelines, robust technological support, and ongoing evaluation and adaptation will ensure that remote court appearances assist in achieving the highest standards of access to justice. The committee found that embracing remote court appear ances represents a progressive step toward a more accessible, efficient, and equitable legal system. By responsibly harnessing the potential of technology, courts can better serve the needs of society while protecting fundamental rights and principles. As technology continues to advance, the methods by which judges, attorneys, and parties appear in court undoubtedly will continue to evolve. Post-Pandemic Return to Offices The Post-Pandemic Return to Office Committee, co-chaired by Danielle E. Austriaco, Johson & Bell, and Matthew P. Walsh, Hinshaw & Culbertson, worked to develop the best return-to work policies. This collaborative effort involved the viewpoints of attorneys—including associates, partners, and shareholders— across private firms, public service, and other legal sectors. The committee developed policies based on over 500 survey responses.

Survey results indicated that no “one-size-fits-all” policy applies. However, respondents shared several factors to be prioritized in implementing an office policy: (1) the goals of the workplace, (2) the importance of flexibility, and (3) the value of in-person interactions. The committee’s findings suggested that the hybrid model is here to stay and that two or three days per week in the office satisfies most preferences. However, a workplace’s primary goal should be heavily weighted in implementing a policy. If productivity is the top pri ority, the employee should determine where they are most produc tive instead of the employer. If teamwork or camaraderie is the goal, a structured and enforced in-office policy may be desired. Flexibility is another important factor in determining remote work policies. An employee’s autonomy should conform to their needs. The demand for flexibility in a post-pandemic world is high. Some firms offer the opportunity for remote or hybrid work to offset lower compensation, likening it to a benefit. Firms need to consider employee autonomy in their overall approach to compensation and benefits; firms that meet employees’ desire for flexibility often gain a competitive advantage in recruitment and retention. While flexibility is essential, face-to-face interactions remain valuable. Employees must understand the benefits of learn ing, teaching, and collaborating in the office. Policies should not micromanage but build a positive workplace environment, encourage collaboration, boost productivity, support smooth operations, and accommodate employee preferences. Every workplace has its own goals. Balancing flexibility and face-to-face interaction, best meets them.

For the full reports and findings, go to www.chicagobar.org/reports.

Actuarial Pension Valuations • All Illinois Public Retirement Plans • Private Plans • Military and Federal (CSRS/FERS) • Non-Qualified Plans • Survivor Benefits • QILDRO Income Stream Estimates

John C. Madden (925) 258-7100

www.msmqdros.com info@msmqdros.com

CBA RECORD 11