OnLive Learning
1 Contributions by OnLive Learning
PRACTICE NOTES
This Practice Note offers guidance on preparing an appraisal form that can be used to evaluate and review an individual’s performance against both objectives and core skills (competencies). It supports assessment against goals and the core capabilities needed to deliver them.
Why are appraisals important?
An effective performance management process typically focuses on the following:
aligning your workforce closely with the strategic aims of the business
improving overall employee performance
supporting employee development and ongoing retention
driving improved overall business results
Creating a competency based appraisal process
It is important to recognise the appraisal form is not a script to be followed slavishly, but a tool that underpins and steers the conversation and creates a structure for capturing what was discussed. The dialogue matters more than the paperwork. Competencies describe the behaviours employees require to carry out a role to a high standard. They concern how objectives are
Practice Management
163 Contributions by OnLive Learning Experts
PRACTICE NOTES
This Practice Note offers guidance for mentees, outlining what it takes to be an effective mentee and helping you decide whether mentoring is right for you. For broader guidance on mentoring, see Practice Note: Mentoring—getting started.
Do I really need a mentor?
What can mentees hope to gain from the mentoring relationship?
Alongside a trusted supporter within the business and a view of life at the most senior levels, you should expect:
specialist guidance
sound, practical advice
motivating encouragement
a candid critical friend who says what you need to hear
space to discuss professional concerns
greater self-awareness
career development
Mentoring schemes can also provide ongoing support, advice and feedback on work. This can help you actively review your learning and development (L&D) needs and obtain knowledge, guidance and expertise to meet Solicitors Regulation Authority (SRA)
In-house Advisor
PRACTICE NOTES
For many organisations, knowledge management and personal growth are high on the agenda, and mentoring is an effective way to bring them together. For an overview of what mentoring involves and how to begin, see Practice Note: Mentoring—getting started. Stepping into a mentor role can feel intimidating, particularly if it is your first time. This Practice Note explores:
the advantages of mentoring
the skills and experience required to mentor effectively
ways to steer the conversation
how to respond when issues arise
Benefits of being a mentor
Mentoring is more than a 'nice to have'. It can make a real difference to your personal development and future career. Common benefits include:
consolidating and refreshing your knowledge, and developing soft skills needed to meet Solicitors Regulation Authority (SRA) requirements under the SRA competence regime—for further information, see: Practice Note: The continuing competence regime
enhancing your coaching and development
In-house Advisor
PRACTICE NOTES
In a law firm where colleagues prize different outcomes, how do you home in on what truly energises your team? What will spur people to go the extra mile, and what could block that effort?
This Practice Note looks at the core drivers of team motivation and shows that reward can mean different things to different individuals. It covers:
what motivation means and why it operates differently for each person
five sure-fire ways to demotivate your team
how to spot signs of demotivation
celebrating success and building on it
tackling underperformance
keeping hybrid teams motivated
keeping part-time workers engaged
making team meetings positive and pain-free
What is motivation?
Motivation is the force that propels what we do. It comprises the reasons or desires that lead us to act in a certain manner. As managers, our ability to motivate teams has limits. We do not control others, and there is no neat rulebook that will leave
Practice Management
PRACTICE NOTES
Daily life throws up a constant run of challenges, and the law firm workplace is no different. The context keeps evolving; for example, firms have navigated hybrid working while seeking to optimise the use of artificial intelligence. A dependable framework helps us solve problems, adjust to shifting circumstances and determine the most sensible path ahead. This Practice Note explores the central themes of continuous improvement and covers:
an overview of problem solving
the fundamental structure of continuous improvement
ways to assess the effect of present problems and identify future issues
selecting suitable tools to analyse underlying causes
effective methods to spark creativity and generate ideas
two models to support implementing change across your teams
how to evaluate the outcomes of the changes you introduce
An introduction to problem solving
Problem solving is not:
change for its own sake
Practice Management
PRACTICE NOTES
Most of us will either attend or run remote presentations as part of our role. Delivering a session online has plenty in common with speaking face-to-face, but there are differences you need to acknowledge. For more on presenting in person, see Practice Note: Presenting with confidence—in person.
Why presenting virtually is different from presenting in person
When we present virtually we are not in the same room as the people we are addressing. Although that is obvious, many presenters forget this during planning. They still rely on the same slides and format they would use in a face-to-face setting, yet an online presentation calls for a different approach from the very beginning.
Some of the main issues when delivering virtually include:
An absolute dependence on technology — you must get to grips with the technology.
Lack of control — when presenting
Practice Management
PRACTICE NOTES
Time is an invaluable resource, so learning how to get organised and maximise the hours available to us is an essential skill for everyday modern work and life.
Dealing with time bandits
Time management rests on three core components that guide daily choices:
what should I be working on right now?
what is standing in my way?
what practical action can I take?
If your current approach to managing time isn’t consistently delivering the outcomes you need, you must attempt a different approach.
It may feel uncomfortable at first, yet persisting with the same methods will only ever produce the same results.
Begin by creating a list for clarity:
what are you hired to deliver in your role?
which core activities most directly support these duties?
It might seem overly simple, but amid the day-to-day turmoil of working life it is very easy to lose sight of your main
Practice Management
PRACTICE NOTES
This Practice Note outlines how to plan and deliver a training course or presentation. It includes guidance on:
the difference between a training course and a training presentation
clarifying the purpose of the presentation or course
pitching your presentation or course appropriately
pre-course or presentation details
controlling nerves
sidestepping death by PowerPoint
engaging with delegates
handling challenging delegates
gathering and applying feedback
The difference between training courses and training presentations
A training presentation is mostly one-way communication—a message to be delivered with limited audience involvement. A training course is interactive, with the trainer actively involving delegates and learning taking place through suitable activities and discussions as well as the presentation itself. The two formats share some common ground at the outset, and this Practice Note reflects that
Practice Management
PRACTICE NOTES
Programmes and projects sit at the heart of business operations. Though closely connected, there are important distinctions that in-house lawyers should understand. In this Practice Note we will cover the:
differences between programme and project management
purpose of programme and project management
definition of a project and a programme, and
how project managers can work productively with programme managers
For further reading on project management, see the subtopic: Project management, in particular the Practice Notes: A guide to project management—An introduction to project management, the key parameters and the key players in projects, Project management: Project lifecycle and set-up, and Tips for in-house lawyers participating in or leading projects.
The differences between programme and project management
Think of programmes and projects as an orchestra performing a symphony. Projects are the individual sections—strings, percussion, wind, etc. Each section can be treated as a
In-house Advisor
PRACTICE NOTES
This introductory guide was first developed in collaboration with Cranfield School of Management and later refined by Beth Pipe, OnLive Learning. Project management has moved beyond a niche discipline reserved for formally trained project managers. Across many organisations, programme and project management approaches are being applied to deliver diverse change initiatives. This Practice Note serves as a primer to project management, setting out core project parameters and identifying the principal players involved.
For direction on the major stages—defining, planning, implementing and closing—as well as alternative techniques that project managers can employ to navigate the common complexities that affect almost every plan, see Practice Note: Project management: Project lifecycle and set-up and Project management: key documents—checklist. For an explanation of how project management contrasts with programme management, refer to Practice Note: Programme management v’s project management: A guide for in-house
Public Law
PRACTICE NOTES
All regulated law firms and individuals must behave in ways that promote equality, diversity and inclusion. It goes beyond meeting legal and regulatory duties; put plainly, it is the right thing to do. As an added benefit, it can enhance public confidence in the legal profession and deliver gains for your firm’s business. The Solicitors Regulation Authority (SRA) expects you to be proactive and to take proportionate steps to encourage a diverse workforce at every level in your firm. This Practice Note explains why retaining diverse talent in a law firm matters, highlights common reasons why people leave roles and how firms can reduce these issues, and suggests tips for retaining diverse talent.
Employees may leave because they are drawn to another opportunity (pull factors), such as:
Higher pay
A career change
Family
Practice Management
PRACTICE NOTES
The purpose of the return to work interview (RTWI)
Running an RTWI confirms that an employee coming back after a spell of absence is fully fit to resume work on their return to the workplace. This is particularly vital where the individual is still experiencing health issues or is taking medication with side effects you ought to be aware of at work. It also aims to put the employee at ease and make them aware of the support available to them.
Why implement return to work interviews?
Excessive absence harms a firm’s profitability, productivity and client service levels, as well as the effectiveness and morale of colleagues who must absorb the additional workload. It is also possible that absence patterns reflect workplace culture, and RTWIs provide a means to examine and address that. Putting in place a formal process to hold an RTWI after an
Practice Management
PRACTICE NOTES
SRA Standards and Regulations
General risk
A commonly recognised way to define risk is: risk = likelihood x impact. Accordingly, for any particular risk confronting your business, consider two points:
how probable it is that the risk will materialise, ie what is the likelihood?
if it does materialise, how serious the consequences would be, ie what is the impact?
You must identify, monitor and manage all material risks to your business...
Practice Compliance
PRACTICE NOTES
The top performer in an interview may not, in fact, be the strongest hire. Outstanding lawyers can find it hard to present themselves effectively, while less able peers may deliver polished, stylish performances. This Practice Note looks at:
the structure of the interview
questions to steer clear of
behavioural interviewing
reasons firms can make weak hiring choices
the point at which stereotyping crosses into discrimination
The structure of the interview
A sound selection interview needs clear structure and should be applied consistently to every applicant.
Interview stage
Suggested framework
Making the interviewee feel comfortable
When a candidate is tense or very anxious, it’s difficult to see the real person or draw out fuller answers. Put them at ease before moving into the substantive questions, for example:
offer a glass of water
allow a short pause to settle and gather their
Practice Management
PRACTICE NOTES
There are five essential stages to boosting efficiency overall consistently:
define precisely which process requires improvement (covered in this Practice Note)
measure the issue clearly (see Practice Note: Improving efficiency: Step 2—measure the problem)
analyse the relevant data (see Practice Note: Improving efficiency: Step 3—analyse what is causing the problem)
enhance the process meaningfully (see Practice Note: Improving efficiency: Step 4—improve the problem)
control, ie embed the revised process firmly so it becomes business as usual (see Practice Note: Improving efficiency: Step 5—embedding changes)
Management consultants widely describe this as the ‘DMAIC framework’.
This Practice Note takes you through the opening step—the ‘define’ stage in detail.
It sets out two practical ways to pinpoint which processes merit attention at this stage, ie by:
identifying where processes create waste, as waste truly signals an inefficient process
checking carefully whether the way of
Local Government
PRACTICE NOTES
At present, working in an in‑house legal team feels very much like wading in choppy waters: a sudden surge of change can almost sweep you off your feet and, before you’ve steadied yourself and found your footing again, another swell is already breaking over you. This Practice Note aims to highlight what you are currently doing that both strengthens—or, at times, undermines—your personal resilience amid these surges, and it also sets out a range of practical pointers for handling continual, ongoing change.
This Practice Note covers:
What is personal resilience?
Addressing the roots of resilience
Why does everyone else seem to be coping?
A scientific perspective
Understanding 'learned helplessness'
Additional sources of support
What is personal resilience?
Psychological resilience is commonly described as an individual’s capacity to adapt appropriately to pressure and adversity. Stress and adversity may present
Local Government
PRACTICE NOTES
In a crowded professional services market, firms are distinguished by the calibre of the people they hire. Sourcing and selecting the right person is only half the task; once they join, you must develop and retain them to secure an advantage in an increasingly competitive and fickle landscape.
This Practice Note covers:
what is talent management
the business case for talent management
what hinders a talent management strategy
talent management model
developing a talent management strategy
What is talent management?
Talent management has become increasingly prevalent in recent years. More than another slice of management jargon, when executed well it helps firms build a culture devoted to creating, supporting and developing a workforce of top performers—an ambition many pursue but few truly realise.
Talent management involves:
identifying the talent the organisation needs, now and in the future
Practice Management
PRACTICE NOTES
When stepping into any negotiation, whether it’s a multimillion-pound deal or sorting the office coffee rota, there are two primary elements to weigh: the negotiation’s structure and stages, and the human aspect, ie emotions and negotiation style. This Practice Note focuses on the latter. See Practice Note: The structure of a negotiation for guidance on the former.
The human element of negotiations
When faced with a negotiation, we often experience mixed feelings, eg fear, excitement and anxiety, shaped by how past discussions have played out. A negotiation is not solely about process—a skilled negotiator also considers the other party’s style and natural tendencies, adapting their tactics in response. There is no single perfect negotiator, as different situations call for different strengths. Nonetheless, successful negotiators commonly display the following traits:
Patient — They accept they may not secure everything in one sitting.
Creative — They keep
Practice Management
PRACTICE NOTES
Time management is the way we arrange and tackle tasks within the time at our disposal. Shortfalls often arise from unrealistic workloads, weak assertiveness, or limited technical know-how...
This Practice Note covers:
time analysis
how to prioritise tasks
managing a tendency to procrastinate
getting on top of your work/life balance
saying no
a guide to swifter, more focused meetings
top tips for senior leaders
Time analysis—where is my time going?
Before resolving any time management challenge, identify what’s driving it. Possible factors include:
limited assertiveness, or not saying no when new tasks land
sheer workload—perhaps your role’s scope is misjudged
gaps in technical skills, eg support to tame emails or use collaborative tools better
a need to retain control and reluctance to delegate
uncertainty about what is expected of you
A helpful place to begin is by
Practice Management
PRACTICE NOTES
Capturing a neat, universally agreed meaning of leadership is near impossible. We’ve all witnessed strong and weak leadership, yet when we try to nail what truly distinguishes an effective leader, we tend to produce a catalogue of behaviours rather than a tidy definition. In this Practice Note, we dig beneath the surface of leadership, examine how it contrasts with management, and highlight the core behaviours shown by outstanding leaders.
The difference between management and leadership
More effort has likely gone into drawing the line between a leader and a manager than almost any other management subject. Too often, such descriptions elevate the leader while diminishing the manager, which is unhelpful, as organisations need capable people in both disciplines to stay successful.
A helpful analogy is this: the manager is at the wheel, aiming to travel from A to B; the leader sits beside them with the map,
Practice Management
PRECEDENTS
1 General
Review date: [ Insert date of review ] Reviewer’s name: [ Insert name of reviewer ]
2 Audit
Have the objectives of your absence strategy been met?
☐ Yes
☐ Some, though not all
☐ No
Which further strategic aims should be added to keep the absence strategy up to date and relevant to the needs of your business? [ Insert details or comment regarding future strategic aims ]
Have the main trends and causes of absence been addressed?...
Practice Management
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