Legal Precedents

Inspection or testing of what? Please tap for the Excel edition of this schedule...

Name [ Insert appraisee’s name ] Current manager [ Insert appraiser’s name ] Position/title [ Insert appraisee’s job title ] Current personal development plan ( PDP) year [ Insert year ] Department [ Insert appraisee’s dept ] Date of appraisal [ Insert date ] Appraisal held in person? ☐ Yes ☐ No Aim of the meeting To explore your individual ambitions. To share feedback on your performance level. To map out your future with us, confirming we are backing your career growth. To set and agree goals aligned to the firm’s strategic aims. What the meeting will cover Part 1: Delivery against personal objectives Part 2: Performance against core skills Part 3: Evaluation of overall performance Part 4: Future aspirations Part 5: Future personal objectives Part 6: Personal...

Purpose of performance appraisal and personal development Our appraisal and development approach aims to: build a highly focused, effective and motivated team by supporting and valuing every person in the firm make sure everyone understands the firm’s strategic aims and how they can individually help deliver them Rating system It is important to understand the appraisal ratings: Exceeded all expectations — Consistently surpasses objectives, core skills and values; is seen as a role model or go‑to colleague, showing the critical success factors valued by the firm. Exceeded some expectations — Reliably meets and often surpasses objectives, core skills and values; exceeds certain key elements, though not all. Met all expectations — Fully meets, and at times exceeds, key expectations on objectives, core skills and values; performs successfully across the role; needs only moderate supervision and guidance, as...

1 General Report Report prepared by: [ Insert name ] Job title of the person preparing the report: [ Insert role ] Report date: [ Insert date ] 2 Persons involved Name of the injured person(s) (or anyone whose health and safety was affected): [ Insert ] Job position/role of the person(s) (if employed): [ Insert ] Status of the person(s) (if not a person at work, e.g., client/customer, visitor, etc): [ Insert ] Gender of the person(s): [ Insert ] Age of the person(s): [ Insert ] Address of the injured person(s): [ Insert ] Telephone number of the injured person(s): [ Insert ] Name(s) of any witnesses to the incident: [ Insert ] Address of any witnesses: [ Insert ] Telephone number of any witnesses: [ Insert ] Was the affected person a lone worker? ......

This precedent can be used to document health and safety risks that you identify within your organisation. It is for use in an office environment. It has been created in Excel and therefore cannot be downloaded to Word......

A: General information Assessment date [ Enter date of assessment ] Assessor(s) [ Enter name ] B: Risk assessment Which specific risk or hazard has been identified? Who could be affected and in what way exactly? What is the firm already doing to manage the risks? What further practical steps should be introduced to prevent or reduce the risks? By whom? Completed? [ Enter, e.g. The client to be visited keeps a possibly dangerous dog at their property. ] [ Enter, e.g. The visiting staff member could face injury or another risk to their personal safety. ] ......

Performance appraisal and personal development plan— L& D manager Name [ Insert appraisee’s name ] Current manager [ Insert appraiser’s name ] Position/title [ Insert appraisee’s job title ] Current personal development plan ( PDP) year [ Insert year ] Department [ Insert appraisee’s department ] Date of appraisal [ Insert date ] Was the appraisal held in person? ☐ Yes ☐ No Aim of the meeting To explore your individual ambitions To share feedback on your performance level To plan your future with us, ensuring we support your career growth To set and agree objectives aligned with the firm’s strategic aims What the meeting will cover Part 1: Results against personal objectives Part 2: Performance against core skills Part 3: Overall performance evaluation Part 4: Future aspirations Part 5: Future personal objectives Part 6: Personal development plan Preparation for appraisal meeting Please review and complete sections 1 to 4 before the meeting, including your own assessment and performance rating. Send a copy of your...

1 Organising the meeting Send the RTWI invitation to the employee. Add the appointment to both your diary and the employee’s. Reserve a suitable meeting room. Put measures in place to avoid interruptions. 2 Check absence records and complete section A of the RTWI meeting proforma Confirm and record the first day of absence. Verify and note the final day absent. Enter the return-to-work date. Work out the total days absent for this instance. Confirm the firm’s absence reporting procedure was followed. Record certification needs: seven days or fewer—self-certification; eight days or more— GP fitness note provided. Note the stated reason for absence. Record how many occasions of absence there have been in the past 12 months. Record the total number of days absent in the past 12 months. ...

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...

Following our recent risk evaluation, we have chosen to prioritise a number of immediate tasks, which are now set out in this action list. The following priority actions are planned for the year commencing [ insert year ]: Action By whom Start date End date Total cost Achieved [ Insert, eg Purchase a mop and pail for staff to tidy up spillages ] [ Insert, eg, Office manager ] [ date ] [ date ] [ eg £15 ] [ date ]......

Name [ Insert appraisee’s name ] Present manager [ Insert appraiser’s name ] Position/title [ Insert appraisee’s job title ] PDP year (current) [ Insert year ] Department [ Insert appraisee’s department ] Appraisal date [ Insert date ] Was the appraisal held in person? ☐ Yes ☐ No Aim of the meeting To explore your individual ambitions To offer feedback on your level of performance To map out your future with us, ensuring we support your career development To define and agree goals aligned with the firm’s strategic aims What the meeting will cover Part 1: Performance versus personal objectives Part 2: Performance in relation to core skills Part 3: Overall performance assessment 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 ahead of the...

BUILDING A SUCCESSFUL TEAM Sets direction — clarifies why the team exists and why it matters (eg a clear charter or mission); steers the creation of precise, measurable targets. Shapes structure — defines member roles and duties; ensures the right steering, review and support mechanisms operate. Enables delivery — suggests effective procedures and workflows to hit team goals; secures resources and clears barriers to progress. Brings others in — listens carefully and actively involves colleagues in choices and actions; appreciates diverse strengths; sustains strong connections with remote and hybrid team-mates. Keeps the team informed — passes on timely, relevant updates to everyone. Demonstrates commitment — follows team norms and standards; meets obligations; shows personal dedication to collective success. BUILDING TRUST Acts with integrity — is honest; keeps promises; behaves consistently. Shares own stance — communicates thoughts, feelings and reasoning appropriately so others grasp where they stand. Stays receptive — hears people out; weighs...

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 ] ......

Overproduction Paperwork printed unnecessarily — Problem? Yes/ No | Priority: Low/ Medium/ High Paperwork printed, then altered and reprinted — Problem? Yes/ No | Priority: Low/ Medium/ High Excessive email attachments circulated — Problem? Yes/ No | Priority: Low/ Medium/ High Emails printed as hard copies — Problem? Yes/ No | Priority: Low/ Medium/ High Hard-copy handouts produced for training courses — Problem? Yes/ No | Priority: Low/ Medium/ High Documentation created for a client before final instructions arrive — Problem? Yes/ No | Priority: Low/ Medium/ High Work duplicated by two people or departments — Problem? Yes/ No | Priority: Low/ Medium/ High Comments: State how significant the issue is, how frequently it occurs, who is affected, the impact on the client, and whether it can be...

Key information Information Details Name of organisation [ Insert details ] Name of role holder [ Insert details ] Reports to [ Insert details ] Role type [ Insert, eg full-time/part-time/contractor ] If a contractor role, length of contract [ Insert details ] Primary location [ Insert details ] Remote/hybrid/office-based? [ Insert details ] Date role commenced [ Insert details ] Length of probation period [ Insert details ] End of probation review date [ Insert details ] Role summary This position is responsible for managing day-to-day adherence to our health and safety policies and procedures across the organisation......

Gathering figures on a firm’s finances serves little purpose unless those insights are applied to drive improvement. Key measures of present performance include total fee income, overall fee‑earning capacity, and the fees generated per fee earner. This Precedent enables analysis of these metrics and supports a modelling exercise to gauge the likely financial consequences where any variable inputs are altered. To complete the analysis and modelling, follow this three–step process: step 1—calculate key variables step 2—evaluate and interrogate the firm’s current fee income, fee‑earning capacity, and fees per fee earner step 3—run a modelling exercise to assess the potential financial impact of changing any variables This Precedent supports steps 2 and 3 and should be read alongside Precedent: Variable calculations, which addresses step 1. Click to obtain an Excel version of this Precedent......

Objectives agreed at last appraisal Goals [ Enter from appraisal form ] [ Enter from appraisal form ] [ Enter from appraisal form ] [ Enter from appraisal form ] [ Enter from appraisal form ] [ Enter from appraisal form ] Ways goals could be accomplished and outcomes assessed [ Enter from appraisal form ] [ Enter from appraisal form ] [ Enter from appraisal form ] [ Enter from appraisal form ] [ Enter from appraisal form ] [ Enter from appraisal form ] Planned completion date [ Enter from appraisal form ] [ Enter from appraisal form ] [ Enter from appraisal form ] [ Enter from appraisal form ] [ Enter from appraisal form ] [ Enter from appraisal form...

1 Application of this procedure 1.1 All staff must adhere to this procedure before making any trips away from our offices, such as: 1.1.1 going to [ clients’ OR customers’ ] residences or business premises; 1.1.2 attending other off-site venues, eg [ insert, eg drop-in centres or advice clinics ]; 1.1.3 or whenever a worker intends to carry out duties away from our premises. 1.2 The purpose of this procedure is to avoid staff being put in circumstances that pose an undue threat to their health or safety. Where such risks cannot be controlled or reduced to a tolerable level, the visit must not proceed. 2 Initial enquiries 2.1 Before making any visit, the staff member must carry out appropriate checks about the premises to identify any possible hazards to their health or safety......

Name [ Enter appraisee’s name ] Current manager [ Enter appraiser’s name ] Role/title [ Enter appraisee’s job title ] PDP year [ Enter year ] Department [ Enter appraisee’s dept ] Appraisal date [ Enter date ] Appraisal held face to face? ☐ Yes ☐ No Aim of the meeting To explore your individual ambitions To share feedback on how you are performing To map your journey with us, making sure your career growth is supported To define and confirm goals that fit the firm’s strategic priorities What the meeting will cover Part 1: Progress against personal goals Part 2: Delivery against core competencies Part 3: Overall performance review Part 4: Future ambitions Part 5: Next personal objectives Part 6: Development plan Preparation for appraisal meeting Please complete sections 1 to 4 before we meet, and send your finished paperwork to [ the Human Resources Manager OR your line manager ] ahead of time. Expect the...

Key information Firm name [ Add firm name ] Role holder’s name [ Add name ] Line manager [ Head of Human Resources ( HR), HR manager, or Head of Professional Standards and Training ] Type of role [ Add, e.g. full-time/part-time/contractor ] If contractor, contract duration [ Add length of contract ] Main location [ Add the primary base for this role – if the post requires regular time in multiple locations, for example each regional office, make sure this is clearly stated ] Work pattern [ Remote/hybrid/office-based? ]......