OnLive Learning

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.

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.

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.

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

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.

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.

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.

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.

Any process will typically involve a number of people, each of whom will have a different level of responsibility. This Precedent will help you to identify who is responsible (R), who is accountable (A), who needs to be consulted (C) and who needs to be kept informed (I) in a process, so it is also known as a RACI framework.

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.

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.

This Precedent is designed to help you collate all costs related to learning and development (L&D).

This Precedent learning and development (L&D) monthly management report can be used to report key information about L&D activity to the management team. Once an L&D program is underway it is important to ensure it is on course and is benefitting both individuals and the business in the ways predicted.

This Precedent L&D policy and plan—annual review will help you to conduct an annual review of your learning and development (L&D) policy and plan and identify action points.

This Precedent learning and development (L&D) policy is intended for law firms. It contains guidelines and procedures for managers and employees in relation to L&D.

This Precedent staff survey is designed to gather broad directional input on the proposed content and scope of a learning and development (L&D) policy.

This Precedent L&D plan can be used by law firms to set out what the firm wants to achieve, eg its goals and objectives, what learning outcomes are required to help the firm achieve its goals or objectives, what staff need to do differently or better, the training courses and other learning events planned to help deliver each of the required outcomes and a schedule of L&D measures to be implemented over a given period.

This Precedent Learning needs analysis (LNA) questionnaire is designed to be completed by direct reports to help identify and prioritise the learning and development (L&D) needs of managers or prospective managers. Whenever a LNA is focused on a particular group in an organisation, eg the managers, it is advisable to conduct a secondary level of investigation with those for whom the managers are responsible to obtain a more rounded view of L&D needs. This Precedent can be used for gathering this additional insight.