OnLive Learning

This Practice Note explains how to create a risk register, a tool that allows you to collate all your risk information in one place, by categorising each risk the organisation faces, scoring each risk and then deciding on your response to each risk, eg reject or accept and, if the latter, how to control or mitigate the risk. To formulate an effective risk register, you must first identify the risks your business faces. It is also helpful to have an understanding of your organisation's appetite for risk.

This Practice Note is intended for law firms. It helps you to navigate through the key areas in creating an inclusive and diverse workforce in your firm. It covers what the term ‘inclusive and diverse workforce’ means, the impact of bias, how you can attract diverse talent, top tips for retaining diverse talent, raising cultural awareness in the workplace and how to assess your current measures.

Establishing a values-driven culture is essential for fostering a positive work environment in your law firm. It supports ethical practices, improves talent attraction and retention and builds client trust. This is a practical guide to building a values-driven culture.

This Practice Note, produced in partnership with Beth Pipe, explains how to develop and implement a strategy to reduce absence in your firm.

This Practice Note, written in partnership with Beth Pipe of OnLive Learning, explains the key components of talent management and how to develop a talent management strategy.

This Practice Note provides a guide to the features usually contained in a risk management policy. A risk management policy outlines the risks posed to a business and provides a set of actions to be taken to both prevent the risk from occurring and reduce the impact of the risk should it happen.

This Practice Note covers the fundamentals of influencing others, the difference between personal and positional power, drawing the line between influence and manipulation, gaining influence in the boardroom and identifying influencing skills during the interview process.

This Practice Note is for individuals receiving coaching or mentoring to help you get the most out of the relationship. It covers the differences between coaching and mentoring, setting goals, what to do before a coaching/mentoring session and what to expect when the coaching/mentoring session ends.

Time management is about how we prioritise and manage tasks within the time we have. This Practice Note covers time analysis, prioritising tasks, managing a tendency to procrastinate, work/life balance, saying no, focused meetings and tips for senior leaders.

This Practice Note, produced in partnership with Beth Pipe, explains why it is important to monitor and assess absence in your firm, what legal considerations you should keep in mind when implementing absence monitoring measures and how to identify and implement, the right absence management system for your firm.

This Practice Note discusses the key themes of continuous improvement. It covers how to measure the impact of current problems and identify future issues in your law firm, using appropriate tools to analyse what’s causing the issues and the best ways to get creative and generate ideas. It discusses implementing change in your teams and how to measure the effects of the changes you have made.

In a law firm workplace where people want different things, how you can you focus on the things that really make your team tick? What will motivate team members to perform above and beyond the call of duty and what might get in the way? This Practice Note explores the essential elements of team motivation and explains how reward can mean different things to different people.

This Practice Note provides guidance on identifying and evaluating risk across your business. Managing risk is not a one-off event; it is an ongoing process. This Practice Note explains the concept of risk appetite and how to establish your organisation’s appetite to risk, provides suggestions on how to gather risk information from relevant stakeholders, outlines how to identify risks from the information you have gathered, and offers guidance on risk evaluation and recording identified risks.

This Practice Note will help you understand what the triggers are for changes in your levels of assertiveness and what you can do to help yourself.

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.

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.

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.

This Precedent provides a worked example of the Improving efficiency—Voice of the Customer/Client—blank precedent and demonstrates how client feedback can be used to determine the efficiency of processes. All process improvements should be geared towards improving the experience of the internal/external client, and to do that you need to understand what they want or expect from you. In continuous improvement (CI) terminology this is known as understanding the ‘Voice of the Customer/Client’ (VOC). The VOC needs to be balanced against what your team is willing and able to provide. In CI terminology this is known as the ‘Voice of the Business’ (VOB). This worked example has been tailored for those working in an in-house legal team.