Law firms are not demanding enough of their L&D functions

When a firm invests in a learning and development (L&D) function, what does it expect? Smaller firms often appoint someone to a dual HR and L&D role. They are asked to provide a service which is akin to being an event organiser - to put on lunchtime or early evening seminars. They are often the people who invite external speakers, frequently counsel, to come along and share their wisdom and experiences, perhaps for a bottle of fine wine.

The L&D function may also be responsible for booking individuals onto external conferences and courses. Until the changes to the Solicitors Regulation Authority's (SRA) continuing professional development (CPD) requirements come into full effect on 1 November 2016, they will also be keeping solicitors' CPD records up to date for their annual practice certificate renewal.

Are larger firms very different? Many have a specific L&D team, but the partners may well expect a similar level of activity, albeit for a larger number of people. Is this sufficient? Whether large or small, are firms demanding enough of their L&D?

Appetite for growth

An L&D function can only feed and nourish those who have an appetite for learning and for developing. Even with the most talented and capable people in an L&D team, if a firm does not invest the time of its fee earners and its business services teams in their personal and professional development, then the firm is not making the most of its very real business resource - the L&D function.

How can this change? Does the L&D team need to make its offering more attractive or is it a case of selling itself better? Education is one path L&D can follow - education of its internal clients in the best way to utilise the L&D available.

Does your L&D team have its own internal 'business development' plan? Is it working to attract new 'clients' and
to retain existing clients (the firm's lawyers)? Is there a marketing plan or a promotions campaign in place? How is it 'selling' the L&D opportunities it is offering? Has the approach been a one-size-fits-all undertaking or are specific audiences targeted?

Tone from the top

Do your firm's leaders and managers acknowledge their role in supporting learning and development? Asking for development activities to be designed and put in place is only one part of the process required for an investment in L&D to be returned. Management support for client-focused and target-driven individuals to
(in their minds) 'put down their tools' to focus on learning is the piece of the process which L&D teams often find is in shortest supply.

Understanding the benefits of the learning opportunity on offer is key. What will the individual be able to achieve by participating in the activity? Often, the firm will be better placed to identify and act on new business opportunities if people have the time to think, reflect and then apply their newly-revised or newfound skills
and knowledge.

Just as when a lawyer speaks to a client to determine their needs and provide the best or most suitable response to the issue or opportunity at hand, a dialogue between the firm's management and its L&D function is essential to ensure the need for action is understood and the desired outcomes are achieved.

This might be as straightforward as agreeing the timing of the learning activity so that it does not clash with other key initiatives. It might be a more involved conversation about content and delivery methods. It may be a conversation which goes as far as deciding who in the firm needs to participate in the activity.

Leading from the front

Many enlightened senior and managing partners are first to participate in new development initiatives through good old-fashioned but highly relevant 'leadership from the front'.

As professional people, we often find ourselves mimicking the behaviours of those we seek to influence. That is why it can make a significant difference if a firm sees its senior people fully engaged in their own learning and development, and encouraging (if not demanding) that others do likewise.

Good lawyers do not walk away from their clients once their work is complete. They work hard to maintain the relationship and seek further opportunities to work with them again in the future. This is the same position the L&D team finds itself in. Knowing how much energy and effort is invested in developing and maintaining client relationships, surely it is worthwhile for the firm's leadership and management team to give the L&D team a helping hand with internal client development?

Sue Beavil is UK learning and organisational development manager at international law firm Slater & Gordon (www.slatergordon.co.uk)