Embedding learning and development in the in–house legal department
Produced in partnership with Beth Pipe
Embedding learning and development in the in–house legal department

The following In-House Advisor guidance note Produced in partnership with Beth Pipe provides comprehensive and up to date legal information covering:

  • Embedding learning and development in the in–house legal department
  • Positioning L&D in the organisation
  • Aligning L&D with the business strategy
  • Incorporating L&D into day to day business
  • Integrating L&D into the appraisals process
  • Integrating balanced L&D into career development
  • Engaging employees on an individual level
  • Creating a key skills document

This Practice Note provides guidance on how to embed learning and development (L&D) into the in–house legal department by ensuring it is aligned with business strategy, is incorporated into day to day activities and that employees are engaged.

Positioning L&D in the organisation

L&D is often viewed as a standalone function that is detached from the day-to-day running of the organisation. For it to deliver maximum value for money it needs to be an integral part of the business. To do that it must:

  1. be clearly aligned with the business strategy

  2. engage with employees on an individual level

  3. produce measurable results

For further information about measuring the results of L&D, see Practice Note: In–house lawyers—Building the business case for learning and development.

Aligning L&D with the business strategy

Strategic L&D goals and measures must be set and included within the firms business plan for L&D to be fully integrated into a business. These goals need to filter down to department and individual level.

Strategic L&D goals Should support and align with the organisation's goals eg to increase market share in a particular sector by lateral hires and by improving the business development skills of the firm, to be achieved through buying in business development skills training and