Camerons battles backlash from controversial outsourcing deal

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  • Too late, son. The CVs went out to recruiters last week.

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  • Maybe we could work for Cameorns on Mon, Wed and Fri and Integreon on Tues and Thurs. Problem solved! Lol loooool looooooooooooooool (wheeze) lol.

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  • Duncan - are you going to take the hit for this one? Or are you going to throw Wright under the bus?

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  • So the new business model seems to shaping up nicely:
    1. Destroy morale
    2. Back peddle furiously
    3. Wipe egg of face
    4. Er, aplogise?

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  • The article suggests that they are only now consulting with staff; if this is true then what a mess!
    Surely early consultation had to play a major part in this if it was to work?
    Damage limitation at this point is too late, their reputation as a employer is in tatters!

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  • Cameron's management team : toothless, worthless, spinelss, useless. But we knew that before all of this happened.

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  • This is all so sad. I worked at Camerons from 2004 to 2007 before joining a larger firm. So many times I tell people that Camerons may have been smaller, but they were far better managed and treated their staff much, much better. It really was a great place to work. I trusted our management, we always heard things about the business, even if it was bad, and had as close a family situation as you could get in a law firm. Now it seems new management has wrecked it. What went so wrong? Profit used to be going up up up. Is there a correlation now with the new management of profits going down down down? Maybe it is a lesson in how to treat people and communicate with them tied to profits?

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  • With no offence intended, the job market in London tends to be tight and you often pay over the odds for "less able" employees (basic supply and demand), as anybody remotely competent can find a better paid job at your competitors. London (and maybe the SE) is quite unique in this regard. The rest of the UK being quite the opposite. It seems quite reasonable for a firm to outsource this “balance of power” issue to an external firm – let the wage inflation be their problem.

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  • I see that when it was a great initiaitive, Duncan's face is all over the article. Now the sh*t has started to hit the fan he's nowhere to be seen. Nice touch. Richard Price, looks like you're going to have to do more than 1 extra year as senior partner to sort this out. How you booked in 2012?

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  • So firstly our redundancy policy was cut in half although ' no redunancies were planned'. Redundancies followed within 3 months then the flex salary reductions were made to secure the long-term futures of staff and the firm. And within 12 months half of those staff are up for transfer/redundancy. Can I propose that the Firm broadens it offer of services to:

    Law.Tax. Lies.

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