Beth Pipe , FCIPD
Beth is a Fellow of the Chartered Institute of Personnel and Development (FCIPD) and has spent over 25 years specialising in Learning and Development. During that time she has worked across a broad variety of different industries and has, for the past 15 years, worked closely with a number of well known law firms; this has involved putting in to place systems and structures to encourage, enable and track the effectiveness of learning activities.
Adept at face to face course delivery, and always enjoying excellent feedback, Beth is also accomplished at online delivery and created OnLive Learning in response to the challenges presented by the 2020 Covid-19 restrictions.
Beth has written extensively for LexisNexis on subjects such as Performance Management, Managing Change and Stress Management.
Away from her training delivery she is a published author writing about local history, hiking, wildlife and the outdoors and is currently working on her eleventh book. She is also an experienced radio presenter hosting two shows each week on Lake District Radio.
Practice Areas
Panels
- Consulting Editorial Board
- Contributing Author
Qualified Year
- 2000
Membership
- Fellow of the Chartered Institute of Personnel and Development (FCIPD)
Qualifications
- Institute of Leadership and Management Level 5 Coaching & Mentoring (2012)
- Diploma in Human Resource Management
- Green belt Lean Six Sigma
- BSc (Hons) Geology (1988)
- CIPD (2001)
Education
- UCW Aberystwyth (1988)
- Thames Valley University (2001)
- Institute of Leadership & Management (2012)
163 Contributions by Beth Pipe
PRECEDENTS
Appraisal and Feedback Training for Law Firm Managers: Customisable PowerPoint Pack with Speaker Notes
This presentation is aimed at law firms. It was created as a resource to support you in training managers to run appraisals. Training materials can be tailored. This training pack has been assembled in PowerPoint and is not available to download in Word from this page. Use the link below to download the PowerPoint presentation...
Practice Management
PRECEDENTS
Appraisee guide for law firms: preparing for performance appraisals, understanding rating criteria, setting SMART objectives, completing appraisal forms and planning personal development
Purpose of performance appraisal and personal development
Our appraisal and personal development approach aims to:
Build a highly focused, productive and motivated workforce by supporting and valuing every individual in the firm.
Ensure people understand the firm’s strategic objectives and how they can personally help to achieve them.
Rating system
It is essential to understand the appraisal ratings that will be applied:
Exceeded all expectations – Consistently surpasses expectations across objectives, core skills and values; recognised as a role model or go‑to person and exemplifies the firm’s critical success factors.
Exceeded some expectations – Consistently meets and often exceeds objectives, core skills and values; exceeds some elements of key objectives, though not others.
Met all expectations – Fully meets, and at times exceeds, expectations on objectives, core skills and values; performs successfully in all aspects of the role and requires only a moderate level of supervision and direction, i.e. appropriate for this level.
Some, but not all expectations met – Fulfils parts of the key objectives, performance...
Practice Management
PRECEDENTS
Client Telephone Call Tracking Check Sheet: 5‑Day Category Log and Totals for Law Firms
Name: Department: Date:
[ State the reason for retaining this check sheet, e.g. Subject of client call ]
Days
Day 1
Day 2
Day 3
Day 4
Day 5
Total
Categories
[ Add category to record figures against, e.g. New client enquiry ]
[ Add category to record figures against, e.g. Chasing for information ]
[ Add category to record figures against, e.g. Need to speak to fee earner ]
[ Add category to record figures against, e.g. Confirming an appointment ]
[ Add category to record figures against, e.g. Complaint ]
[ Add category ]
[ Add category ]
[ Add category ]
Total...
Practice Management
PRECEDENTS
Conveyancing client onboarding and retention improvement: business case, pilot results and firm-wide implementation plan
1 Executive summary
This report explores why 35% of new clients leave within the first fortnight after instructions. Undertaken in May and June 2025, the work draws on statistical data from a range of sources. A cross-party team of fee earners, personal assistants and support staff, headed by FLS (Conveyancing Partner), delivered the research. The objective was to locate present process bottlenecks, determine their causes, and set out practical fixes. The principal recommendations are:
Standardised email signatures for all staff, including direct contact details;
A review of all standard letters currently issued to clients;
Development of a standard call script for personal assistants when speaking with new or potential clients;
A review of the current mobile phone provider, with a possible move to an alternative provider.
Comprehensive details of these proposals appear below. If adopted, initial roll-out could begin within two weeks.
2 What is the problem and what does it cost?
The problem
Delays at the outset of the new client process are triggering complaints and causing the loss of business...
Practice Management
PRECEDENTS
Emotional Intelligence for Lawyers: Self-awareness, Self-regulation, Motivation, Empathy and Social Skills—Indicators and Actions
Self-awareness
Self-regulation
Motivation
Empathy
Social skills
What is it?
Awareness of strengths and limitations, motivations, principles, and how one affects others.
Managing and channelling unhelpful urges and emotions.
Taking pleasure in accomplishment for its intrinsic value.
Grasping the feelings and temperament of others.
Creating connection to influence people towards intended outcomes.
Indicators
Confident in self, proactively requests feedback, listens and accepts constructive critique.
Shows steady conduct, seen as dependable and even‑tempered, trusted to provide impartial feedback...
Practice Management
PRECEDENTS
Employee Attendance Review Meeting invitation letter (sickness absence) — template for law firms
Dear [ insert name of employee ]
Re: Attendance review meeting
I write to advise you that an attendance review meeting has been scheduled for [ insert date ] at [ insert time ]...
Practice Management
PRECEDENTS
Employee sickness absence: Attendance Review Meeting (ARM) record and return to work planning template for law firms
ARM carried out by [ State name ]
Date [ Insert date ]
Venue(s) [ Insert location ]
Section A: To be completed prior to conducting the ARM
Staff member’s name [ Insert name ]
Team/Division [ Insert department ]
Normal workplace [ Insert details ]
Employee’s present absence rate [ Insert details ]
Is the absence prolonged illness/irregular?...
Practice Management
PRECEDENTS
FAQs on Return-to-Work Interviews for Law Firms: Purpose, Procedure, Typical Questions, Health and Safety, Reasonable Adjustments, Accompaniment and Grievance Routes
1. Does having a RTWI mean I’m in trouble for my absence?
No. A RTWI is intended to confirm you’re ready to return after time off and to explore whether any further help would be useful on your return. RTWIs are not disciplinary in nature and do not form any part of a formal disciplinary process.
2. Will everyone in the firm have a RTWI?
Yes. Every colleague will complete a RTWI after any spell of absence that meets the firm’s sickness and attendance policy criteria. If you are asked to attend a RTWI, this does not indicate you are being singled out or treated differently from any other member of staff. It is the firm’s policy to conduct RTWIs consistently and in accordance with its sickness and attendance policy. The same approach applies to all employees.
3. What is the purpose of a RTWI?
The core aim of a RTWI is to confirm you are fully able to work after an absence...
Practice Management
PRECEDENTS
Implementing firm‑wide change in a law firm: an eight‑step, practical example (rolling out standardised email signatures to win new business)
Stage Questions Case study
Create a sense of urgency
How will staff recognise there’s a need to change? How will its significance be made clear? How will both near-term and longer-term gains be demonstrated?
Set out:
how much prospective new work is currently slipping away
the effect that is having now and is expected to have going forward
how greater volumes will make life better for secretaries and fee earners
the potential outcomes if no changes are pursued
Form a powerful guiding coalition
Who will take charge? Who will make an open pledge to see it through? Who will guarantee the necessary resources? Who will sit in the core team steering the change? Who will ensure they collaborate effectively as one team? Will the coalition operate well across every area of the firm?
JB, a partner, will head the project...
Practice Management
PRECEDENTS
Improving In‑House Legal Efficiency through Voice of the Client (VOC): Worked Example for Feedback, Needs Analysis and Service/Process Redesign
This Precedent offers a worked illustration of Precedent: Improving efficiency—Voice of the Customer/Client (VOC)—blank and shows how client input can be applied to assess process effectiveness. Any change initiative ought to centre on enhancing the internal and external client experience, which first requires clarity on their needs and expectations. Within continuous improvement (CI), this is described as capturing the ‘Voice of the Customer/Client’ (VOC). That VOC must be weighed against what your team can and is prepared to deliver—the ‘Voice of the Business’ (VOB). This example is tailored to practitioners within an in-house legal function.
What do our clients want? Step 1: Identify our clients
Who are our current clients? (specific and generic)
Internal clients—procurement team, HR, etc.
External clients—suppliers.
Who are our prospective clients? Could we feasibly supply legal or consultancy support externally to generate revenue?
Untapped markets to pursue? Other niche organisations within a comparable market sector.
Is our client base likely to shift? Might technology transform the core product and trigger a marked increase in business?
...
Local Government
PRECEDENTS
In-house legal business case: streamlining supplier contract drafting and reducing procurement call volumes (worked example)
Executive summary
This report examines why 25% of incoming calls originate from the procurement team, either posing questions or passing on updates and information to the team. Conducted across August and September 2024, the study incorporates statistical data gathered and assembled from a range of various sources. A cross-party cohort of lawyers and support staff, headed up by Fred Smith, undertook the work. Its objective was to locate present bottlenecks within the process, determine their root causes, and outline how they might be resolved. The aim was to identify current bottlenecks, their causes, and remedies. The principal recommendations are:
enhance communication throughout the contract drafting process
define what constitutes a conflict of interest and explain why it matters
publish an online infographic of the contract drafting process as a clear and consistent point of reference
tighten compliance protocols for how information is stored on collaborative systems
Comprehensive details of these recommendations are set out below. If the proposals are accepted, an initial roll-out can begin within two weeks.
What is the problem/issue and what does it cost?
Problem/issue analysis
Issue: Delays at the outset of the new supplier process are prompting ongoing complaints and undermining the team’s credibility and reputation...
Local Government
PRECEDENTS
Law firm absence management strategy template: aims, analysis of causes, policies, procedures and interventions
1 The aim of the absence management strategy
1.1 Decrease the annual absence rate from [ insert rate, eg 3.5% ] to [ insert rate, eg 2.0% ].
1.2 [ Lessen the negative effect on service delivery arising from the firm’s high level of short, irregular absences. ]
1.3 Enhance the handling of long-term sickness so its contribution to the firm’s absence rate is lowered.
2 Key trends and causes of absence over the past 12 months
2.1 [ One member of staff has been away for six months with long-term illness linked to stress (following the breakdown of marriage). No meetings have taken place yet owing to the sensitive nature of the sickness. ]...
Practice Management
PRECEDENTS
Law firm appraisal and personal development plan—blank precedent with objectives, core skills and rating criteria
Name [ Insert appraisee’s name ]
Current manager [ Insert appraiser’s name ]
Position/title department [ Insert appraisee’s job title ]
Current personal development plan (PDP) year [ Insert year ]
Department [ Insert appraisee’s dept ]
Date of appraisal [ Insert date ]
Appraisal conducted in person? ☐ Yes ☐ No
Aim of the meeting
To gain insight into your individual ambitions.
To give feedback on your standard of performance.
To map your future with us, confirming we are supporting your career growth.
To agree objectives that align with the firm’s strategic aims.
What the meeting will cover
Part 1: Performance versus personal objectives
Part 2: Performance against core capabilities
Part 3: Overall performance appraisal
Part 4: Future aspirations
Part 5: Forthcoming personal objectives
Part 6: Personal development plan
Preparation for appraisal meeting
Please review and complete sections 1 to 4 before the meeting, including your self-assessment of progress and performance rating. Share a copy of your completed documents with [ the Human Resources Manager OR your line manager ] ahead of the meeting...
Practice Management
PRECEDENTS
Law firm Attendance Review Meeting (ARM) plan and checklist: sickness absence, medical evidence, Occupational Health, reasonable adjustments and risk assessment
Action Notes
Review earlier RTWI/ARM paperwork to identify:
the employee’s health condition(s);
treatments currently underway;
medicines being taken;
advice from the most recent RTWI/ARM;
arrangements for a GP medical report;
arrangements for any private medical examination;
commissioning of an Occupational Health report;
conclusions from medical reports/examinations;
the medical practitioner’s longer-term prognosis;
reasonable adjustments made or proposed;
how those adjustments affect the firm;
any risk assessment completed;
results of that risk assessment;
how outcomes have been applied to the employee’s role.
Examine absence data and confirm:
the employee’s present absence rate;
comparison with the firm’s target absence rate;
the expected change in absence going forward (considering the practitioner’s prognosis).
Consult firm records regarding:
the effect of the employee’s absence on their work and the firm;
the firm’s capacity to manage the absence now and in future.
Prepare the ARM:
who will lead the ARM?
who will attend to take notes?
where will the ARM be held?
does the employee have a right to be accompanied?
inform the employee about the ARM.
...
Practice Management
PRECEDENTS
Law firm D&I objectives, KPIs, responsibilities and performance tracker
Diversity and inclusion (D&I) objectives and key performance indicators—law firms
D&I objectives for the firm
[ All employees to complete unconscious bias training by [date] ]
[ Add D&I objective ]
[ Add D&I objective ]
[ Add D&I objective ]
[ Add D&I objective ]
Key performance indicator (KPI)
[ Unconscious bias training to be developed with an external training provider ]
[ 100% of fee earners to have undertaken unconscious bias training by [date] ]
[ 50% of support staff to have undertaken unconscious bias training by [date] ]
[ Add KPIs to deliver the above objective ]
[ Add KPIs to deliver the above objective ]
Who is responsible for this objective
[ For example, the D&I or HR Manager ]
[ Specify who is accountable for this KPI ]
[ Specify who is accountable for this KPI ]
[ Specify who is accountable for this KPI ]
Performance against target
[ 75% of fee earners trained by [date] ]
[ 41% of support staff trained by [date] ]
[ Provide status against the defined KPI ]
[ Provide status against the defined KPI ]
...
Practice Management
PRECEDENTS
Law Firm Direct Reports’ Feedback: Line Manager Performance and Learning Needs Questionnaire
To ensure we deliver the strongest support to our managers, we would be grateful if you could respond to the questions below as honestly as possible. Please base your answers on your own experiences with your line manager. All information provided will be handled in the strictest confidence.
1 Your details
Name
Department
How long have you worked at the firm?
Where are you based?
☐ Home
☐ Office
☐ Hybrid
2 You and your line manager
When was the last time you had a one-to-one coaching session with your line manager?
☐ In the past 24 hours
☐ Within the last week
☐ Within the last month
☐ More than one month ago
☐ Never
When was the last time your line manager praised or thanked you for something you had done well?...
Practice Management
PRECEDENTS
Law firm diversity and inclusion action plan template: objectives, activities, responsibilities and delivery dates
Diversity and inclusion (D&I) action plan—law firms
D&I objective
[ Insert your D&I aim ]
[ Build a more diverse workforce and nurture an inclusive culture with equal opportunity for all colleagues ]
Activities
[ Set out the actions you will take to reach this aim ]
[ Attract a broad, diverse pool of candidates using marketing, branding and imagery that mirror the diversity of the firm, its clients and its clients’ clients ]
[ Require all people managers to complete mandatory unconscious bias training ]
[ Offer recruitment and selection training to hiring managers so decisions are objective and free from unconscious bias ]
[ Provide [ bi-annual ] reports to the Board on diversity data for applicants, new starters and promotions ]
Responsibility
[ Insert who is accountable for this aim, e.g. the D&I manager or HR director ]
Delivery date
[ Insert the delivery date for this aim ]
Further objectives
[ Add your next D&I aim; outline activities; state the owner; insert the delivery date ]
[ Add another D&I aim; outline activities; state the owner; insert the delivery date ]
[ Add a further D&I aim; outline activities; state the owner; insert the delivery date ]...
Practice Management
PRECEDENTS
Law firm diversity and inclusion self-assessment spreadsheet: benchmark gender balance and maternity, paternity and adoption leave, with year-on-year tracking
Diversity and inclusion (D&I)—law firm self-assessment against gender balance and maternity, paternity or adoption leave measures
This Precedent enables a firm to benchmark its figures across a number of different possible D&I indicators and to track movement over a particular period of time, eg to provide a year on year comparison of results. Click to obtain an Excel version of this Precedent. The purpose is to help you form a clear picture of gender balance together with maternity, paternity and adoption leave metrics. You will find a separate tab for each of these within the spreadsheet. These specific groups have been selected because employee data in these areas should be readily available to most firms; nevertheless, the Precedent can be expanded to incorporate additional D&I indicators, eg relating to ethnicity, religion or sexuality...
Practice Management
PRECEDENTS
Law firm due diligence and procurement checklist for external training consultants
1 Experience
Request a roster of organisations they have already run training sessions for.
Be cautious of the phrase ‘we are involved with projects with…’, as it could indicate they are only at the discussion phase.
Ask to review attendee feedback from earlier courses delivered.
Request a couple of contact names from former clients so you can obtain a reference.
Enquire how they will choose the most suitable trainer(s) for your assignment.
2 The trainer/training company
Who will be delivering the training? Where feasible, try to meet the actual trainer to judge suitability/fit for the audience. [ Insert response ]
What credentials and experience does the trainer possess? [ Insert response ]
For how long has the trainer been with the training company?
...
Practice Management
PRECEDENTS
Law firm employee absence and leave request form template (manager approval and HR submission)
Complete the absence/leave form below and secure your manager’s approval signature. Send the original completed form to HR and keep a copy for your records...
Practice Management
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