OnLive Learning

This Practice Note covers how to embrace a range of internal communication formats and accommodate the needs of remote workers, hybrid workers and those with additional requirements. It explores how to build effective two-way communication, the role of training in improving communication and how to measure the impact and effectiveness of your communication strategy.

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.

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.

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 provides guidance for managers who are concerned about managing a remote team versus a traditional office-based team and the challenges this can bring.

This Practice Note provides guidance on how to prepare for and manage a virtual meeting, focusing on the most troublesome aspects and how best to work around them.

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 covers how to prepare and deliver a training course or presentation, including guidance on why it is important for any learning event to have a clear purpose, to be pitched at the right level and to avoid death by PowerPoint. It also provides tips on managing nerves and dealing with difficult delegates.

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 what learning needs are, identifying both individual and organisational learning needs, and how to undertake a learning needs analysis.

This Practice Note, produced in partnership with Beth Pipe, provides guidance on how to implement and conduct effective return to work interviews. The purpose of conducting return to work interviews is to ensure an employee returning after a period of absence is fully fit for work. This is especially important if the employee is still suffering from health problems or is taking medication that may have side effects you need to be aware of.

This Practice Note, written for those working in an in-house legal team, guides you through the first step (the define/identify stage) in the Define, Measure, Analyse, Improve, Control (DMAIC) model of continuous improvement, and highlights two different methods you can use to establish which processes need improving.

This Practice Note, written for those working in the public sector, guides you through Step 2 (the ‘measure’ stage) of the Define, Measure, Analyse, Improve, Control (DMAIC) framework for improving efficiency and explains how to measure the problem or inefficiency identified in Step 1, the ‘define’ stage.

This Practice Note, written for those working in an in-house legal team, guides you through step 3 (the ‘analyse’ stage) of the Define, Measure, Analyse, Improve, Control (DMAIC) framework for improving efficiency. This Practice Note will help you to analyse the root cause of the problem you identified in step 1 and measured in step 2 of this process.

This Practice Note, written for those working in an in-house legal team, guides you through step 4 (the ‘improve’ phase) of the Define, Measure, Analyse, Improve, Control (DMAIC) framework for improving efficiency, highlighting how applying the ‘five S model’ of sorting, simplifying, sweeping, standardising, and sustaining self discipline can help you to improve a process.

This Practice Note, written for those working in an in-house legal team, guides you through step 5 (the ‘control’ stage) of the Define, Measure, Analyse, Improve, Control (DMAIC) framework for improving efficiency, and explains how to embed a new process to overcome the problem you have previously identified, measured, analysed and improved.

This Practice Note explains resilience for an individual in a work context. It provides practical guidance and suggestions to help you improve your personal resilience to change within the working environment.

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 Practice Note provides guidance on building the business case for learning and development (L&D) in the in–house legal department. L&D represents a significant investment for any organisation. With so many potential solutions on offer, it is essential to establish the business case for any planned L&D activities to demonstrate its contribution to the bottom line.