What value does the L&D function bring to a law firm?

This is my first regular Managing Partner column on learning and development (L&D) issues in law firms.

Many L&D functions in law firms have been established to support the knowledge exchange which is essential to the credibility of lawyers and other professionals. It has long been purported that knowledge is power. I’d suggest that sharing knowledge is good business. I’d go even further to suggest that developing people to be able to use shared knowledge is powerful business.

However, many L&D functions, whether they are one person or a team of L&D professionals, are not being used beyond the traditional legal training provision focusing on knowledge distribution.

Many firms still refer to L&D as their training department. Often, an L&D team is only expected to deliver training, rather than fulfil its full potential as a valuable business tool. This is the equivalent of having the latest smartphone but only using it for texts and phone calls.

When used as a business tool, L&D can act as the bridge between the firm’s people (partners and employees) and the legal services and products which they provide clients. In order to be both credible and reliable, fee-earners need to ensure they have the appropriate knowledge, skills and experience and the ability to identify and use the most effective channels to deliver quality and efficient services and products to their clients.

The L&D function provides the constituent parts of that essential bridge between capability and delivery. It does so by helping individuals to develop the necessary legal and technical knowledge, to put essential business skills into practice and to use the relevant experience to meet client needs and expectations.

For L&D to have any real impact, however, it needs to be used proactively as a business tool in a strategic and planned fashion.

Integrating L&D

L&D not only touches upon the performance assessment, management and development of people and teams, but also relates directly to talent identification, management, retention and succession planning. It also supports individuals in their career progression and development.

An L&D team, when fully integrated into a firm, will have clear and acknowledged processes, affording appropriate access for all. There will be a variety of activities reflecting the multitude of ways in which people learn. These activities will include training, coaching, mentoring and, critically, on-the-job learning.

The final requirement for fully integrating L&D will be for it to be in the firm’s DNA. In such firms, L&D will be regarded as a necessary and valuable investment of time, in the same way that business development and marketing are now seen as essential to the success of the firm, which wasn’t necessarily the view held by all prior to the financial downturn. L&D needs to be viewed as a beneficial business tool, not as little more than a CPD and compliance-driven distraction.

Lawyers and other professionals are naturally disposed to being knowledgeable and effective in their chosen technical field, so there is an existing platform on which to build a dedicated L&D function, rather than solely a training offering.

But, to be effective, L&D needs to be linked directly to the goals and objectives of the firm as a whole, the practice group or business services department and, ultimately, to specific business objectives for individuals.

By stating how individuals are expected to help the firm to deliver its higher strategic aspirations, the firm can use L&D to determine the current capability of those individuals, as well as the necessary level of competence and experience required to be successful.

This level of transparency and direction allows partners and managers to highlight any gaps between required and actual delivery. L&D can thus act as the bridge to close the gap and allow individuals to contribute to a successful firm.

Sue Beavil is the senior learning and development manager at international law firm Mayer Brown (www.mayerbrown.com)