‘Times have changed’ Boss slams firm cutting pay for WFH staff
The future of the working world should be a peoplefirst enterprise, and remote working is a key part of facilitating that. The benefits are tenfold. Alice Stephenson
ABRISTOL boss has slammed a London law firm that has agreed to let staff work from home full time – but only if they take a 20 per cent cut in pay.
Alice Stephenson, founder of Bristol law firm Stephenson Law, has hit out at London-based Stephenson Harwood, which is offering its employees the option to work remotely but for less money.
Stephenson Harwood hired some staff from outside the capital during the Covid pandemic who are paid less because they do not have to commute into the firm’s offices at Finsbury Circus; if they do travel to the office they can claim travel expenses.
The business has now announced all employees can work remotely – but it will pay them 20% less than their current salary. staff can also chose hybrid working – where they work remotely for up to two days, but are in the office the rest of the time – and their salaries will remain the same.
But Ms Stephenson has criticised the London law firm over the move. Her own business, which was set up in Bristol in 2017, is now completely remote and employs just under 40 staff around the world.
“I have no idea what was going through Stephenson Harwood’s brain when they agreed to this policy,” she said. “Times have changed and remote working is here to stay. For the business, remote working can result in a decreased environmental impact, reduced overhead costs, and a widened recruitment pool.”
Ms Stephenson believes remote working offers benefits for staff too, such as autonomy and flexibility for working parents and people with personal responsibilities.
“The benefits are tenfold,” she said. “I believe the future of the working world should be a peoplefirst enterprise, and remote working is a key part of facilitating that.”
When Ms Stephenson started her career in law she was a single mother – but had no option to choose remote working. It is part of
the reason she is determined to offer her staff the option, she told the Post.
“[I was] battling to compete in a field that gave little consideration to my circumstances. Had I had the benefit of remote and flexible working, I have no doubt that those early days would have been easier.”
Staff at the Bristol firm are encouraged to work from where they see fit, with a subsidy for coworking space if they want it. The policy of flexibility has allowed the company to hire talent that other law firms refuse to accommodate, according to Ms Stephenson.
“It’s a no brainer for us. We support
the people who make the business what it is, and in turn they’ve continued to grow Stephenson Law into something I’m immensely proud of,” she said.
Stephenson Harwood, meanwhile, said its hybrid working policy “strikes the right balance”.
A spokesperson for the firm told the Post: “We see value in being in the office together regularly, while also being able to offer our people flexibility.
“During the pandemic, for a small number of roles in our London office, we looked beyond London and recruited people who lived elsewhere in the UK. It enabled us to access and attract talented candidates who might not otherwise have been available to us.
“The packages we offered – including salaries, but also expectations – were different from what we offer our people who regularly work from the office in London.”
Ms Stephenson said the bosses of Stephenson Harwood are not alone in their thinking. In April, a Bristol businessman told Bristol Live that allowing staff to work from home could have a negative effect on a company.
Alex Davies, founder and chief executive of investment firm Wealth Club, said he does not believe it is possible to run a successful company and have staff working remotely.
Ms Stephenson added: “The legal industry is entrenched in a lot of tradition, and with that comes conservative ideas about working, professional development, and bums on seats.
“The success of lawyers is traditionally tied to their billable hours, and for [some firms] there’s a belief that lawyers need to be micromanaged to yield results.
“The reality, however, is that the industry has come a long way, and it’s up to founders, leaders, and managers to pave a new era.”