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
PRECEDENTS
Background information
Workshop/training session/presentation: [ Insert title ]
Date of training activity: [ Insert date ]
Your name
Your role
Your contact details
Name of trainer/presenter: [ Insert name ]
Evaluation questionnaire
How would you assess the pre-event information supplied?☐ Poor ☐ Satisfactory ☐ Good ☐ ExcellentComments
How would you assess the presenter’s clarity and delivery of this training?☐ Poor ☐ Satisfactory ☐ Good ☐ ExcellentComments
How would you assess the handouts/course resources supplied?☐ Poor ☐ Satisfactory ☐ Good ☐ ExcellentComments
Was the training set at a suitable level for you?☐ Yes ☐ NoComments
Did the session match your expectations?☐ Yes ☐ NoComments
Would you suggest this training to a colleague?☐ Yes ☐ NoComments
On a 1–5 scale, where 1 is very poor and 5 is excellent, how would you score this training?☐ 1 ☐ 2 ☐ 3 ☐ 4 ☐ 5Comments
Do you plan to make any changes as a result of this course?☐ Yes ☐
Practice Management
PRECEDENTS
This Precedent assists you in recognising and managing challenges associated with planning and executing change across your department. It reviews the stages involved in delivering change and poses key questions to consider for each stage. A worked example of this Precedent is also available, see Precedent: Improving efficiency: Making changes across the department (worked example)
1. Create a sense of urgency
Stage
Questions/considerations
How will employees become aware that change is necessary?
How will they grasp how critical and time-sensitive it is?
Solution/action
...
Local Government
PRECEDENTS
Diversity and inclusion (D&I) statement—law firms
Our Diversity and inclusion (D&I) statement sets out our pledge to build a workforce that is genuinely diverse and a workplace that honours every individual and their contribution, irrespective of gender, race or any other characteristic. We are committed to attracting, retaining and developing the most talented and skilled people from all backgrounds, and we value individuals from every culture, nationality, race, religion and ethnicity, regardless of characteristics such as gender, age, disability or sexual orientation. We consistently treat our clients, colleagues and partners fairly and with respect. We recognise that a breadth of people, perspectives, skills, experiences and ideas strengthens our business and enables us to deliver the best possible legal service to our clients...
Practice Management
PRECEDENTS
This Precedent sets out a practical illustration involving a fictional in-house legal team seeking to refine its contract drafting workflow. Applying the Define, Measure, Analyse, Improve, Control (DMAIC) efficiency framework, several remedies have been surfaced, notably simplifying the workflow and reassessing document storage so internal clients need not ring administrative assistants to chase information, reducing delays and queries. This case study concentrates on putting that discrete change into practice and making it stick. The emphasis is on clarity and access to information within the drafting cycle.
Stage: Questions/considerations • Case study scenario responses
1. Create a sense of urgency
How will staff recognise the necessity for change? How will they grasp its significance? How will immediate and longer-term gains be made visible across the department? Communications should be clear and specific.
Set out clearly:
how the current contract drafting approach is straining budgets
the effect the process is having now, and is
Local Government
PRECEDENTS
Key
R = Responsible — the individual who completes the work
A = Accountable — the person with overall ownership of the task
C = Consulted — a contributor whose input is requested
I = Informed — a party kept up to date with what is occurring
— = not relevant
Name and job title
Task order: Take initial client details; Open temporary file; Contact client for AML information; Verify AML information; Create client file on DMS; Send ‘matter declined’ letter.
JRB (Partner): A, A, R/A, I, I, I
JFD (PA): R, R, I, I, I, I
AGN (Finance Assistant): —, —, I, R, —, R
SLJ (Finance Manager): —, —, C, A, —, A
JGJ (IT Assistant): —, —, —, —, R, I
CHJ (IT Manager): —, —, —, —, A, I
KPK (AML Partner): I, I, C, C, I, C...
Practice Management
PRECEDENTS
A: Employee information
Employee: [ Provide name ]
Role: [ Provide role ]
Period of absence: [ Specify the duration of absence, or for intermittent absence state the number of days and the timeframe during which this took place ]
Record completed by: [ Provide name ]
B: Potential contractual adjustments
Reduce working hours: [ Describe what has been reviewed and your findings, or what has been actioned and the result ]
Change working pattern: [ Provide details ]
Agree
...
Practice Management
PRECEDENTS
Developed in collaboration with Beth Pipe, this Precedent provides a return to work interview (RTWI) framework to help a manager run a structured RTWI with an employee. It can be used alongside Precedent: Return to work interview (RTWI) meeting preparation and record—law firms. The table below outlines a series of questions or prompts to be applied at the manager’s discretion, reflecting the particular circumstances of each case.
Return to work interview (RTWI) framework
Who is the interview with? [ Insert employee name ]
Interview date [ Insert date ]
Name(s) of anyone else in the meeting [ Insert name ] [ Insert capacity/relationship ]
Meeting location [ Insert location ]
RTWI questions/prompts
Question/prompt: Welcome the employee and thank them for coming to the meeting
Additional notes: [ Insert any additional notes related to the
Practice Management
PRECEDENTS
This Precedent is aimed at law firms. Provided solely in Excel only, it cannot be downloaded to Word. The Precedent enables checking and recording that interviews are being conducted for each and every employee consistently and to the required standard as required...
Practice Management
PRECEDENTS
Date: [ insert date ]
Dear [ insert name of employee ]
Re: Return to work interviews
I am writing to inform you that the firm will introduce return to work interviews with effect from [ insert commencement date ]...
Practice Management
PRECEDENTS
RTWI overseen by [ Insert name ]
Date [ Insert date ]
Location [ Insert location ]
Section A: To be completed prior to conducting the RTWI
Employee’s name [ Insert name ]
Department [ Insert department ]
Initial date of absence [ Insert date ]
Final date of absence [ Insert date ]
...
Practice Management
PRECEDENTS
Background information
Name
Position
Department/unit
Contact information
Course completed
Course date
Course review
Has the initially identified business need been resolved?
☐ Yes ☐ No
If yes, kindly specify how this has been resolved...
Practice Management
PRECEDENTS
Course/presentation title
[ Add details ]
Course/presentation provider
[ Add details ]
Date of session
[ Add date ]
Online or in-person
☐ Online
☐ In-person at [ state venue ]
Presenter/trainer
[ Add details ]
Length of session
[ Add details ]
Maximum number of delegates
[ Add details ]
Facilities required
[ Add details ]
Course materials required
[ Add details ]
Visual aids required
[ Add details ]
Who is this session aimed at?
[ Add details ]
What will be covered in this session?
[ Add details ]
Is this part of a series of courses?
☐ Yes—[ add details ]
☐ No
Do delegates need to complete other sessions before this one?
☐ Yes—[ add details ]
☐ No
What learning objectives will be met by the end of this session?
[ Add details ]
Any other comments?
[ Add details ]...
Practice Management
PRECEDENTS
1 Purpose and scope
1.1 This policy sets out guidance and procedures for managers and employees concerning the firm’s learning and development (L&D) provision. Its purpose is to:
assist us as we strive to deliver our business objectives;
maintain our ongoing compliance with SRA standards and requirements, including the SRA’s continuing competence regime;
ensure we meet the expectations of [ insert details of any industry benchmark, practice management standard or accreditation the firm has obtained or must observe, e.g. the Law Society’s Lexcel practice management standard, the Law Society’s Conveyancing Quality Scheme (CQS), the Law Society’s Conveyancing Protocol, or the Law Society’s Wills and Inheritance Quality Scheme (WIQS) ].
1.2 This policy applies to all L&D opportunities supported by the firm. It defines the roles and responsibilities of everyone in relation to L&D and reaffirms the firm’s ongoing commitment to enabling
Practice Management
PRECEDENTS
Diversity & inclusion (D&I) manager—law firms—role profile
Key information
Name of firm
Name of role holder
Reports to
Role type [ full-time/part-time/contractor ]
If a contractor role, length of contract
Primary location
Remote/hybrid/office-based?
Date role commenced
Length of probation period
End of probation review date
Role summary
Design and deliver the firm’s diversity and inclusion (D&I) strategy and policy.
Secure adherence to all regulatory and statutory D&I obligations.
Increase participation of all employees in D&I.
Forge strong working relationships with all departmental managers.
[ [ Insert any additional role requirements specific to your firm ]. ]
Key responsibilities
Partner with the management team to cultivate a diverse workforce and an inclusive culture.
Develop and roll out a D&I strategy, policy and procedures.
Establish D&I priorities aligned with the firm’s
Practice Management
PRECEDENTS
This questionnaire is intended for managers and partners to uncover implicit bias and enhance self-awareness. It is solely for individual use and does not require sharing with any other person whatsoever. For each item, choose a single option from the three available selections. After reviewing your responses to this questionnaire, you might opt to create a personal action plan for yourself to tackle any concerns that may emerge...
Practice Management
PRECEDENTS
Step 1: Identify our clients
Question: Who are our current clients (specific and general)? Response: Anyone seeking to purchase, sell or let a home.
Question: Who could be our future clients? (May be specific or a type of client, e.g. more corporate clients, more family law clients) Response: We aim to expand into commercial property.
Question: Are there markets we have yet to tap? Response: Holiday lets and buy-to-let rentals are becoming increasingly common in our local area.
Question: Is our client base likely to change? Response: The property market is starting to pick up, and we are seeing more second-home owners locally.
Question: [ Insert other ] Response: [ Insert response ]
Step 2: Gather client information/feedback
Question: What do we already understand about our clients’ needs? Response: Clients expect their transaction handled swiftly and at a
Practice Management
PRECEDENTS
Before improving any process, you must first truly understand precisely how that process functions...
Practice Management
CHECKLISTS
Annual short-form L&D planning workflow—small to medium firms
The graphic beneath outlines essential steps for planning your L&D resource...
Practice Management
CHECKLISTS
Annual long-form L&D planning workflow—medium to large firms
The graphic beneath outlines essential phases for planning your L&D resourcing...
Practice Management
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