Legal Service Design Jam - Report 1: People

Legal Service Design Jam - Report 1: People

Following on from our introductory article ‘Legal Design Jams – 9x more productive than Jack Bauer’, Panicos Iordanou reviews the output from the ‘People’ team at the Legal Service Design Jam hosted by LexisNexis, in collaboration with The BIO Agency, at Janders Dean’s ‘Horizons’ conference in May 2016.

Reviews of the output from the other two teams can be found here:

People: who and why?

The people team started with a general brainstorming session, aimed at identifying the key issues relating to ‘people’ in law firms. While a great number of individual suggestions and ideas were generated, these can be summarized in the form of the following three assumptions/ideas that formed the basis of the rest of the team’s activity:

  • A law firm’s success ultimately depends on the happiness of its clients.
  • By putting the success and happiness of their own people at the core of their activities, law firms will be better able to attract; develop; retain and leverage talent to its fullest potential.
  • Happy and successful employees are far more likely to produce work that keeps clients happy.
How to go about recruiting people that will be happy and successful

Enter the matrix

The starting point is for law firms to recruit the people they need (not those they think they want). Nurturing and leveraging talent shouldn’t begin on a new starter’s first day. It should begin before you have even started trying to recruit. To do this right, law firms need to know – truly know - what (and therefore who) they need.

The people team therefore suggested that law firms should create a ‘skills matrix’ to accurately identify and capture what skills exist within the firm, who has those skills and where any gaps are or might be in the future as the firm’s environment evolves.

The idea of a skills matrix was one of the ideas that the people team actually continued to work on throughout the day. You can see the original model and read about some of the insights that came out of that exercise here: Enter the matrix: mapping skills in a typical law firm.

Your clients views must be taken into account

Any assessment of how necessary or important certain skills are, should also be informed by clients. As such, skills which might once have been regarded as 'softer' - such as relationship building and other client int

Related Articles:
Latest Articles:

Access this article and thousands of others like it free by subscribing to our blog.

Read full article

Already a subscriber? Login