Porpoise Evans, Office Managing Shareholder, Miami, Littler
In an interview with Invest:, Porpoise Evans, Miami’s Office Managing Shareholder at law firm Littler, highlighted its focus on navigating workforce shifts, from AI integration to the evolving gig economy. “The workforce is going through another major transformation,” he said, adding that, “one major challenge is how we define employment.”
What were Littler’s biggest milestones in Miami this past year?
Our biggest milestone was a leadership transition. Lori Brown, who opened the Miami office over 20 years ago, transitioned into the role of Chief Operating Officer for the firm. I stepped into her position as Office Managing Shareholder. It was a major milestone not just for Lori, moving from local to national and international leadership, but also for our Miami office to see one of our own make that transition. Littler is a large global firm with over 1,900 attorneys, so this was a significant moment for both Lori and our office.
How has the shift between remote and in-office work evolved?
Nationally, there’s been a shift back toward in-office work, though not as pronounced in Miami as in other markets. Many companies are pushing for employees to return to the office, but it’s a nuanced conversation. The past five years have shown us that remote work is viable, and companies have refined their approach.
However, one of the biggest challenges now is talent development. Many leaders are asking, “How do we train and mentor employees if they’re not physically in the office?” Certain industries, like manufacturing, require on-site work, but for white-collar jobs, companies are still balancing remote and hybrid models. We also have a workforce entering the job market that is completely comfortable with virtual learning and collaboration.
The challenge is finding the right balance — embracing the flexibility technology allows while preserving essential in-person interactions, like mentorship, collaboration, and relationship-building. Some companies have fully committed to remote work, while others are mandating a return, and many are opting for a hybrid model. The key now is determining the ideal balance with your specific enterprise.
What are the biggest labor and employment challenges today?
The landscape has been evolving rapidly. Typically, in an election year, businesses pause to see how political changes will impact regulations and policies. By November, after the election, many companies felt they had a clearer direction, regardless of their political stance. But since January, that sense of certainty has been disrupted, leading to a new level of unpredictability in the labor market.
One major area of focus is workforce eligibility. Companies are asking whether they’ve done everything necessary to confirm employees’ work authorization, and even those in compliance are concerned about potential scrutiny. There’s also been a shift in how anti-discrimination laws are enforced, leading to uncertainty in compliance.
Additionally, businesses are navigating a changing stance on anti-corruption laws, with some in Washington taking a different approach toward enforcement. That has created questions about how companies should proceed with compliance. Right now, our focus is on helping clients interpret and navigate these shifts before they turn into litigation. It’s like the early days of COVID when we were advising clients in real time, knowing that legal disputes inevitably would follow.
How are top employers approaching DEI in uncertain times?
The most effective employers are staying the course and not making knee-jerk decisions in response to political or economic uncertainty. With heightened scrutiny on DEI initiatives, companies are revisiting their programs — not to abandon them, but to ensure they are thoughtful, purposeful, and compliant. Rather than reacting out of fear, businesses that take the time to assess the business case behind their DEI efforts are better positioned for long-term success. Those that have integrated diversity into their core business strategy, rather than treating it as a separate initiative, tend to navigate challenges more effectively.
How is Littler using AI and new technology in legal services?
AI is reshaping the legal industry, much like the internet did in previous decades. Littler has made significant investments in AI, both in internal tools to leverage internal resources and protect client confidentiality, as well as in vetted external platforms. The key is responsible integration. There have been high-profile cases where attorneys used AI recklessly, and our firm is focused on avoiding that. We require training for attorneys at all levels — whether they’re 25 or 85 — so they understand how to use AI effectively and ethically. The goal is to enhance efficiency while maintaining the integrity of legal practice.
What major workforce trends and legal risks do you see ahead?
The workforce is going through another major transformation. Years ago, we talked about the rise of the gig economy, and now we’re moving into what I’d call “Gig Economy 2.0.” With government job cuts and economic shifts, we’re likely to see a surge in entrepreneurship and new work models.
One major challenge is how we define employment. Right now, much of our work involves helping clients determine whether a worker is an employee or an independent contractor. But as work structures evolve, we may need new classifications. Take rideshare models, for example. The debate over whether drivers are employees or independent contractors is ongoing. We may see the emergence of a hybrid employment category that doesn’t fully fit into either traditional classification.
For Littler, our priority is to help clients navigate these changes while reinforcing that their workforce is their greatest asset. We’re also deepening our relationships with nonprofits and community organizations to support a healthier, more sustainable workforce. Whether a company has thousands of employees or a small team, its success depends on ensuring those employees are engaged, supported, and positioned for success.
