Beth Pipe#3591

Beth Pipe, FCIPD

Learning & Development Specialist/Director, OnLive Learning
Beth is a Fellow of the Chartered Institute of Personnel and Development (FCIPD) and has spent over 25 years specialising in Learning and Development. During that time she has worked across a broad variety of different industries and has, for the past 15 years, worked closely with a number of well known law firms; this has involved putting in to place systems and structures to encourage, enable and track the effectiveness of learning activities. 

Adept at face to face course delivery, and always enjoying excellent feedback, Beth is also accomplished at online delivery and created OnLive Learning in response to the challenges presented by the 2020 Covid-19 restrictions.

Beth has written extensively for LexisNexis on subjects such as Performance Management, Managing Change and Stress Management.

Away from her training delivery she is a published author writing about local history, hiking, wildlife and the outdoors and is currently working on her eleventh book. She is also an experienced radio presenter hosting two shows each week on Lake District Radio.
Contributed to

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Assessing unconscious bias questionnaire—law firms
Assessing unconscious bias questionnaire—law firms
Precedents

This Precedent questionnaire can be completed by managers and partners to help identify unconscious bias. The findings should raise awareness of unconscious bias within your firm and can be used to stimulate discussion around diversity and inclusion (D&I).

Attendance review meeting (ARM) plan—law firms
Attendance review meeting (ARM) plan—law firms
Precedents

This Precedent, produced in partnership with Beth Pipe, is intended for law firms. It can be used to help you plan and prepare for an attendance review meeting (ARM) and to ensure you have all the information you need to conduct an ARM consistently and effectively.

Attendance review meeting (ARM) record—law firms
Attendance review meeting (ARM) record—law firms
Precedents

This Precedent, produced in partnership with Beth Pipe, is intended for law firms. It can be used to document the key points discussed during an attendance review meeting (ARM). It will help you ensure a consistent and structured approach to all ARMs.

Attendance review meetings (ARMs)—FAQs—law firms
Attendance review meetings (ARMs)—FAQs—law firms
Precedents

This Precedent, produced in partnership with Beth Pipe, is intended to accompany a letter notifying an employee of an attendance review meeting. Periodic attendance review meetings are an integral part of managing long-term sickness where an employee has been absent from work for an extended period of time (usually more than four–weeks’ duration).

Balanced scorecard: partnership promotion criteria
Balanced scorecard: partnership promotion criteria
Precedents

This Precedent Balanced scorecard: partnership promotion criteria, produced in partnership with Beth Pipe of OnLive Learning, can be used to help assess whether an individual meets your firm’s partnership promotion criteria and can therefore be considered for partnership. It offers a holistic approach to leadership development and ensures you consider both quantitative and qualitative measures.

Business asset register
Business asset register
Precedents

This Precedent Business asset register can be used to record all the assets an organisation owns, eg land, buildings, office equipment, manufacturing equipment, computer software, intellectual property, trademarks etc. Maintaining such a register will help an organisation formulate long- and short-term plans, prevent fraud, comply with any maintenance or servicing requirements and save costs.

Claims register
Claims register
Precedents

This Precedent claims register can be used to keep a record of any ongoing claims against the business and keep track of your litigation risks. You might wish to consider adding to a separate risk register any individual or aggregated claims that could pose a risk to the business, eg due to value or the potential for reputational damage.

Compliance breach register
Compliance breach register
Precedents

This Precedent Compliance breach register is designed to help you keep a record of compliance breaches in your organisation. The register forms part of our risk management suite of documents. You should consider adding to your separate risk register any compliance breaches that could pose a risk to the business, either individually or as a pattern or trend.

Core skills framework—law firms
Core skills framework—law firms
Precedents

This Precedent framework is intended for law firms. It sets out suggested core skills that apply to each role within the firm. Having a central framework of core skills helps to achieve transparency and consistency in our expectations of performance for different roles within the firm. Where relevant, this Precedent reflects the SRA’s Competence Statement.

Diversity & inclusion (D&I) manager—law firms—role profile
Diversity & inclusion (D&I) manager—law firms—role profile
Precedents

This Precedent role profile is for a diversity & inclusion (D&I) manager in a law firm. This role profile follows the format of the other role profile Precedents in subtopic: Recruitment and retention.

Diversity and inclusion (D&I) action plan—law firms
Diversity and inclusion (D&I) action plan—law firms
Precedents

This Precedent action plan can be used to set out what a law firm wants to achieve from a diversity and inclusion (D&I) perspective and how each objective will be achieved, by whom and by when. These objectives should support the firm’s overall strategy and objectives.

Diversity and inclusion (D&I) objectives and key performance indicators—law firms
Diversity and inclusion (D&I) objectives and key performance indicators—law firms
Precedents

This Precedent can be used to document a law firm’s diversity and inclusion (D&I) objectives, firm-wide or individual key performance indicators (KPIs) for partners and the management team and track progress against targets.

Diversity and inclusion (D&I) statement—law firms
Diversity and inclusion (D&I) statement—law firms
Precedents

This Precedent Diversity and inclusion (D&I) statement can be used by a law firm to publicly express its commitment to D&I.

Diversity and inclusion (D&I)—law firm self-assessment against gender balance and maternity, paternity or
Diversity and inclusion (D&I)—law firm self-assessment against gender balance and maternity, paternity or
Precedents

This Precedent self-assessment form can be used by a firm to capture detailed diversity and inclusion (D&I) data across a number of different measures, focusing on gender balance and maternity, paternity or adoption leave analysis. This data will provide a firm with insight and enable benchmarks to be set and progress to be monitored over a period of time.

Emotional intelligence—summary sheet
Emotional intelligence—summary sheet
Precedents

This Precedent Emotional intelligence—summary sheet, produced in partnership with Beth Pipe of OnLive Learning, gives a high-level summary of five key leadership attributes that enable leaders to get the best out of themselves and their teams and makes suggestions about how to develop skills in these areas.

Example absence management strategy—law firms
Example absence management strategy—law firms
Precedents

This Precedent, produced in partnership with Beth Pipe, can be used as a guide for developing an absence management strategy for your firm. It has been populated with sample responses.

Identifying waste questionnaire
Identifying waste questionnaire
Precedents

This Precedent Identifying waste questionnaire can be used to help you identify process inefficiencies or bottlenecks across your firm, consider the scale of the issues identified and prioritise them for action.

Improving efficiency business case (worked example)
Improving efficiency business case (worked example)
Precedents

This Precedent provides a worked example of an improving efficiency business case and forms part of the supporting toolset available within the Continuous Improvement subtopic. A separate blank version of this Precedent is also available within this subtopic which can be used to prepare a business case for a project to improve efficiency in a particular area of your business.

Improving efficiency: Making changes across the department (worked example)
Improving efficiency: Making changes across the department (worked example)
Precedents

This Precedent provides a worked example relating to a hypothetical in-house legal department that wishes to make changes to improve its contract drafting process. By using the Define, Measure, Analyse, Improve, Control (DMAIC) framework for improving efficiency, a range of solutions has been identified, including clarifying the process and reviewing how documents are stored in order to minimise the need for internal clients to call the administrative assistants to chase for information. This case study scenario looks at how to implement and embed that specific change only.

Improving efficiency: Making changes across the department—blank
Improving efficiency: Making changes across the department—blank
Precedents

This Precedent will help you identify and deal with issues around making and implementing change across your department. It considers the different stages involved in making a change and suggests questions you should consider in relation to each one. A worked example of this Precedent is also available.

Practice Areas

Panels

  • Consulting Editorial Board
  • Contributing Author

Qualified Year

  • 2000

Membership

  • Fellow of the Chartered Institute of Personnel and Development (FCIPD)

Qualifications

  • Institute of Leadership and Management Level 5 Coaching & Mentoring (2012)
  • Diploma in Human Resource Management
  • Green belt Lean Six Sigma
  • BSc (Hons) Geology (1988)
  • CIPD (2001)

Education

  • UCW Aberystwyth (1988)
  • Thames Valley University (2001)
  • Institute of Leadership & Management (2012)

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