OnLive Learning

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.

This Practice Note explains what continuous improvement (CI) is and how it can be used to improve efficiency in an in-house legal department context.

This Practice Note explains what Continuous Improvement (CI) is and how it can be used to improve efficiency in a legal department context.

This Practice Note, produced in partnership with Beth Pipe of OnLive Learning, attempts to get under the skin of leadership, understand what it is and how it differs from management and identify the key behaviours of great leaders.

This Practice Note, produced in partnership with Beth Pipe of OnLive Learning, considers what makes a great leader and introduces five key skills that enable leaders to get the best out of themselves and their teams.

This Practice Note, produced in partnership with Beth Pipe of OnLive Learning, deals with key recruitment issues such as do you need to recruit at all, who should you recruit and how to recruit the right person.

This Precedent audit tool, produced in partnership with Beth Pipe, can be used to help you assess the effectiveness of your absence management strategy.

This Precedent absence/leave request form, produced in partnership with Beth Pipe, can be used as part of a manual process for requesting and authorising employee absence/leave.

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).

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.

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.

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).

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.