Does your law firm provide a structured, inclusive framework for career development?

Firms with an eye on competitive advantage can differentiate themselves by focusing on skills development in a way that benefits everyone in the firm and supports customer service.

Too often, career development for legal staff focuses on mid to senior staff, rather than providing a structured, inclusive framework for the whole firm where everyone knows what is expected, what it takes to move forward and how individuals will be supported. Approached with an open mind, such training can be the key to unlocking a powerful uplift in performance.

Whether it has been a subconscious attraction or serendipity, throughout my career I have been fortunate enough to
work in organisations that, irrespective of sector, all shared one common key to their success: understanding the value of their people, the importance of effective teamwork and knowing how to translate
one into the other.

The other key factor has been a
focused understanding on what a client wants and how to exceed expectations. Exceptional client service does not just happen and a needs-based learning and development programme, focused on the individual and majoring on how to provide
a high standard of service to the client,
is vital to this process.

Aligning the values of the people who work for you with those you work for is a basic blueprint for success. If an organisation sets clear objectives, manages people well, listens and reviews performance fairly and objectively, rewards the right behaviours, monitors delivery and encourages feedback, success is inevitable. It is the most logical source of competitive advantage, so why is it a road that few
firms truly follow?

Personal development

I'm a non-lawyer, but I have spent the past 15 years in the legal sector. In that time, there has been a surprisingly small shift in the way that lawyers are trained and developed after qualifying. Progressive firms have taken the initiative, creating structures and programmes to develop well-rounded client advisers, which is the very foundation of professional services.

To develop a distinctive personality
and instil pride in 'the way we do things around here', firms need to introduce personal development at the earliest stages of a career. This helps younger lawyers to gain the knowledge and skills they need
to develop and progress, and prepares
the ground for higher responsibility in
later years.

I created my first career development framework for a law firm back in 2003 whilst managing HR as part of my role as practice manager; effective learning at all levels underpinned that strategy. The value was obvious and I have since repeated the formula with other firms I have worked with.

Now we are embarking on this journey in Verisona Law, where one of the first steps has been to introduce monthly one-to-one meetings for everyone with their line managers. These 30-minute meetings belong to the team member and they drive the agenda. Even people who have worked together for years are improving their mutual understanding, which makes for a better working relationship and encourages everyone to think 'how can I help you?' - whether it be for their clients or teammates.

The new strategy becomes even more important with the UK legal profession's shift away from continuing professional development (CPD) hours, which on
1 November 2016 will become a thing of the past. Looking ahead to this, we're already working with LawNet to see how its strategy to meet the new SRA requirements can be shaped to add more value to our specific requirements for future internal career development. But, for many, this will involve a shift in mindset. Solicitors will be required to look at the SRA's Statement of Solicitor Competence, the requirements of their role and undertake learning activity to meet the needs identified.

Some will struggle with the concept of such reflection, but it doesn't have to be complicated. Individuals, both on their own and with the help of others, simply need to look at the areas in which they feel development is needed and then consider appropriate ways to address these needs before carrying out the relevant activity
and evaluation.

I have heard many people question whether the needs identified should be those of the individual alone, or of the individual as part of an organisation striving to improve its client service. Personally,
I don't really see the difference. A career development framework that keys into the company's values and service ethos provides a better context for individual reflection. You can't really have one
without the other.

Other routes that will support our firm's shift towards a more coherent career structure for lawyers include accreditations such as ISO 9001 and Investors In People. Achieving and maintaining the ISO standard demands valuable reflection on our processes within the firm. Similarly, I have a great respect for the Investors In People accreditation. If you can answer the majority of questions positively in the IIP Gold framework, you will really have taken your people management to the next level.

Mark Day is chief executive of LawNet member firm Verisona Law
(www.verisonalaw.com)