Beth Pipe, FCIPD

This Practice Note explains the basic concepts and key stages in improving efficiency. The definition of continuous improvement (CI) is often over-complicated and buried in jargon, but it means exactly what it says: continually looking for ways to improve processes, methods and procedures.

This Practice Note on standing your ground explores some simple models to use in difficult or challenging situations.

This Practice Note describes the first stage (the define/identify stage) in applying the Define, Measure, Analyse, Improve, Control (DMAIC) model of Continuous Improvement to the Life Sciences sector.

This Practice Note guides you through step 3, ie analysing the causes of the problem you identified in step 1. This part of the process requires you to analyse the information you have collated to determine the causes and move on to generating possible solutions.

This Practice Note covers Step 4 of the Define, Measure, Analyse, Improve, Control (DMAIC) framework on how to improve the process by applying the five ‘S’ model of sorting, simplifying, sweeping, standardising, and sustaining self discipline.

This Practice Note guides you through step 5, ie embedding the changes to the solve the problem in a hypothetical organisation’s due diligence process you identified in step 1 and have now measured, analysed and improved.

This Practice Note guides you through step 6, ie controlling the problem you identified in step 1 and have now measured, analysed and improved. This Practice Note focuses on the individual emotional impact of change and what you can do to engage with people and involve them in the process.

This Practice Note explains ‘survivor syndrome’ and focuses on recognising and managing this syndrome along with how to re-engage those who remain in post after restructuring.

This Practice Note explains ‘survivor syndrome’ and focuses on managing and re-engaging those who remain in post after restructuring.

Delegation is an essential part of managing and developing your team—many of the skills they need to learn cannot be acquired solely by theoretical learning, they need to be able to adapt and apply that knowledge in the 'real world' with your expert guidance, and that is where delegation comes in.

This Practice Note sets out a simple five-step continuous improvement (improving efficiency) framework and illustrates how it works by way of a case study involving client complaints.

This Practice Note gives practical guidance on the human side of negotiation. When entering into any negotiation, be it a multimillion-pound business deal or agreeing the office coffee rota, there are two main elements to consider: firstly, the structure and stages of the negotiation and, secondly, the human aspect. This Practice Note considers the second aspect.

This Practice Note provides information about the learning and development (L&D) team. It covers the L&D department, L&D roles and line manager responsibilities for L&D.

This Practice Note explains what learning and development (L&D) is and provides information on any regulatory requirements that must be observed when undertaking L&D in your firm. It also includes guidance on assessing the contribution L&D makes to your business, why L&D departments sometimes fail, funding L&D, responsibility for L&D, and ensuring L&D delivers results.

This Practice Note gives practical guidance on the structure and stages of a negotiation. When entering into any negotiation, be it a multimillion pound business deal or agreeing the office coffee rota, there are two main elements to consider—the structure and stages of the negotiation and the human aspect. This Practice Note considers the first element.

This Practice Note identifies key factors that contribute to ineffective time management and suggests practical solutions.

Being good at managing change is important to legal leaders for two reasons. The first is that the pace of change across organisations generally is faster than ever and shows no signs of slowing. In order to thrive, you need to be flexible and good at finding new opportunities in changing situations and to role-model this for your teams. The second is that if you are planning any changes in the way you deliver legal services to your business, putting time into change management up front will make it more likely that your changes take root and you realise the intended benefits of any new ways of working.

This Practice Note, written in partnership with Beth Pipe of OnLive Learning, describes and explains the pros and cons of different recruitment tools that can be used.

This Practice Note provides information for law firms about unconscious bias, including what it is, how it can impact diversity and inclusion (D&I) and how it can be addressed.

This Practice Note considers what continuous improvement (CI) is. The principles of continuous improvement can be applied to law firms to create greater efficiency.