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32 HARTFORDBUSINESS.COM | JANUARY 8, 2024 INDUSTRY OUTLOOK | LAW AI will transform legal industry in 2024, beyond By Richard D. Harris A s we enter 2024, a key question looms large in the legal industry: Will artificial intelligence (AI) render lawyers and paralegals obsolete? Fortunately for legal professionals, the prospect of AI leading to widespread job losses in the legal sector in 2024 seems highly unlikely. However, a signif- icant shift is on the horizon: Those proficient in leveraging AI will increasingly gain an edge over those who lag behind in adopting these technologies. This evolution suggests that a proactive approach to AI adoption may become a critical differentiator in the increasingly competitive legal market, as clients seek out firms that offer the most efficient, high-quality solutions for their legal needs. The AI revolution in law — complementing, not replacing The legal profession is under- going a significant transformation, driven by the rapid advancement of AI technologies. AI is not just a tool for automating routine tasks; it's becoming an inte- gral part of complex legal processes. From predictive analytics in litigation to AI-assisted legal research and contract analysis, AI is enhancing the efficiency and accuracy of legal services. AI in the legal world provides help in outlining briefs, preparing client presentations and getting materials organized. It allows attorneys to summarize hundreds of documents in minimal time, allowing them time to better prepare and focus on the strategic aspects of their work, such as client counseling, negotiation and courtroom advocacy. However, with AI's entry into the legal profession, there needs to be some firm parameters. Current AI tools are not a replacement for research tools such as Google, Lexis- Nexis and Westlaw. AI is also not a replacement for human thought. Rather, AI tools best serve to surface ideas and concepts, and facilitate human expression, whether artistic, linguistic or otherwise. The skills gap While it may be slightly overstating to say that AI in the legal field has taken on a "join or die" level of urgency, it is not far from the truth. The real challenge in this AI-driven era is the skills gap. As AI becomes more prevalent in legal practices, the demand for tech-savvy legal profes- sionals is growing. In addition to providing access to AI resources, larger law firms have already begun to provide training and preparation internally to familiarize their staffs with the value and poten- tial pitfalls of using AI, while smaller firms often do not have the resources to do this in-house. This is where bar associations and the legal education community need to step in, providing access to training to those who need to become familiar with AI. This imperative is not just about learning how to use new tools; it's also about protecting the uninitiated from perilous missteps that can come from misuse of tools they do not understand. Ethical and regulatory considerations As law firms navigate the inte- gration of AI into their practices, ethical and regulatory considerations remain paramount. Issues such as data privacy, bias in AI algorithms and the ethical use of AI in legal practice are at the fore- front of discussions. Lawyers must ensure that their use of AI complies with ethical standards and legal and professional regulations. The importance of safeguarding client confidential information and attorney-client privilege cannot be overstated. It is crucial that legal profes- sionals recognize that confidential information must never be entered into shared online platforms like the public version of ChatGPT, or other platforms that don't offer customary protection of uploaded data. The future of legal practice Looking ahead to 2024 (and beyond), AI is set to become an indispensable part of legal practice — it will soon become as vital to the legal community as LexisNexis and Westlaw. It will always be incumbent on attor- neys to provide the highest quality, most efficient, and effective legal services to clients, and the plain fact is that, in the near future, that will not be possible without AI. Richard D. Harris is a partner with Day Pitney LLP and chairs the law firm's technology, telecommunica- tions and outsourcing practice group. His office is located in Hartford. Richard D. Harris Neurodiversity in the workplace should be an employer focus in 2024 By Jarad Lucan and Claire Pariano A s we kick off 2024, employers are trying to predict employment trends for the upcoming year. The past several years have brought a variety of issues to the forefront, including remote work, employee burnout and shifting economic pressures. Neurodiversity is rising as one of the topics that employers must consider, including how to imple- ment best practices for inclusion of neuro- diverse individuals in the workplace. What is neurodiversity? Neurodiversity describes individ- uals with differences in brain function and behavioral traits. Neurodiverse conditions include ADHD, dyslexia, autism, social anxiety disorders and dyspraxia, and they impact around 15% to 20% of the population. They are often considered invisible disabilities because they are physical, mental or neurological conditions that aren't visible from the outside, yet can limit or challenge a person's movements, senses or activities. Neurodiverse individuals make up a large portion of the workforce. Employer considerations An employee's diagnosis of a neurodiverse condition does not involve a novel analysis for employers. Rather, the Americans with Disabil- ities Act (ADA) has established protections for the basic rights of disabled employees and prohibitions of discrimination on the basis of a disability. If an employee approaches an employer regarding a neurodiver- sity condition, the ADA requires the employer to provide a reason- able accommodation to allow the employee to perform the essential functions of their position, as long as it does not result in an undue hard- ship for the company. Employers must engage in an interactive process with the employee to determine potential reasonable accommodations to address the employee's disability. These accommodations can include new equipment, such as headphones to prevent auditory overstimulation, or alterations to facili- ties or worksites to cater to sensory needs. Benefits of neurodiverse employees Employers should embrace neuro- diversity and restructure traditional workplace processes to enable neurodiverse employees to be successful. Neurodiverse employees are cred- ited with increased attention to detail, sharpened concentration, elevated problem-solving skills and exceptional pattern recognition, making them invaluable employees. To develop a more inclusive work- place, employers should consider making disability part of their diver- sity, equity and inclusion strategy. Employers should also consider implementing a neurodiversity awareness training for all employees during the onboarding process. This ensures that all employees receive the necessary information when they begin their employment. Employers may also offer additional training sessions throughout the year that dive deeper into understanding neurodiversity and its implications within the company. Employers should also consider fostering open communication around neurodiversity to create an environment where employees feel comfortable speaking up about their disabilities and need for accommoda- tions. Employers that implement these changes will receive the countless benefits neurodiverse employees have to offer, while also amplifying overall inclusion in the workplace. Here's the bottom line: In the upcoming year, employers must consider neurodiversity and educate human resources and hiring committees about the importance of addressing such issues to ensure that neurodiversity gets the proper respect in the workplace. Jarad Lucan, a partner, is the chair and Claire Pariano, an associate, is a member of law firm Shipman & Goodwin's employment and labor practice group. Jarad Lucan Claire Pariano