Measuring and reporting performance of the legal team
Measuring and reporting performance of the legal team

The following In-House Advisor guidance note provides comprehensive and up to date legal information covering:

  • Measuring and reporting performance of the legal team
  • Reasons for reporting
  • Tracking matters by volume, type and level of legal risk
  • Monitoring effort targets for reactive and proactive work
  • Monitoring cost budgets
  • Reporting to heads of business
  • Sharing assessment of performance with the legal team

Reporting work in progress (WIP) is often the bane of a busy team’s life. Reports which look the same from month to month, which we suspect are not read let alone analysed, sucking up hours of time to prepare. This Practice Note provides a guide for ensuring that you are measuring performance and reporting on work in an effective and meaningful way.

Reasons for reporting

Reporting can be very useful if the purpose and parameters of the reports are properly set. There are probably only three good reasons to report anything:

  1. there is a regulatory or contractual requirement

  2. to demonstrate worth, contribution and value

  3. to contribute to better decisions or process improvement, or business development opportunities

Reports, therefore, should be framed to show this, but designed around the needs of the recipient. A report that is for a good reason and in a form useful to the recipient is a report worth making. Anything else is likely to be at best inefficient and at worst possibly useless.

Tailor the report to the needs of the recipient by considering:

  1. who is the report for

  2. what do they want the report for

  3. what information is most helpful for them to know

  4. what information do they not need

  5. what will they actually do with the information

Tracking matters by volume, type and level