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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:
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
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 bee
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