Including training, personal development, and equality and diversity
Since 2016, the number of organisations launching legal apprenticeship schemes has steadily grown. We asked some to share their insights on the process, and their apprentices to tell us what their experience has been like
The Law Society has called for an independent government inspector to enforce workplace rights, employment statuses and rights to be clearly defined in a single piece of law, and for large employers to report publicly on their employment practices
We have published advice on recruitment practices to promote social mobility in the solicitors’ profession. The advice was developed in response to demand from solicitors for more information on how to implement recruitment practices that promote fair and equal access to the profession for trainees from all backgrounds
The Law Society has published guidance for solicitors to help them adapt to the Solicitors Regulation Authority’s new learning and development regime, known as ‘Continuing Competence’
The Law Society is recommending a minimum salary of £20,276 in London and £18,183 outside of London
The Law Society has published an equal pay toolkit, designed for partners, human resources professionals and anyone involved with the management of a law firm
The current CPD system is being replaced by the continuing competence scheme. Our updated practice note explains the transitional arrangements and gives advice on how to get the most from your CPD activities
The Law Society is launching a mentoring programme for practising solicitors from under-represented groups and is inviting solicitors who would like to be mentors or mentees to apply.
Would you consider your firm a happy place to work? Do you think your people feel the same way? It’s too easy to focus on success, to the exclusion of happiness, says Nick Jarrett-Kerr. So how can you make your firm a great place to work?
Nurturing and developing new talent isn’t just altruistic: it can bring real benefits to your business and help set both you and them up for future success. Nicola Jones explains
The subject of succession planning is one that law firms are spending a lot of time considering, so just be aware of the implications on your PII cover, writes Jake Fox
As a law firm manager and leader, you need to ask yourself one key question: why should your team follow you? Mike Scott provides some top tips for earning the respect of your people and being an effective leader
In the second of our series on stress in the legal profession, Elizabeth Rimmer looks at how you can identify the causes and symptoms of stress, and how to manage stress in your own working lives
Are you looking for a way to improve your performance and outperform your competition in 2018? Nigel Haddon and Rob Lees explain how and why you should appoint a non-executive director for your firm.
The GDPR is just four months away. Firms may already be prepared for major changes to how they handle client data, but do you know it also applies to data on your people? Andrew Kimble and Dan Fawcett provide a guide for managing partners and HR professionals
Professional judgement is an essential part of the practice of the law, but it is now even more essential, given the proposal to make it a regulatory requirement. Fiona Westwood looks at what it is, and how to develop and how to foster it in your firm
Simon Tupman argues for people being put before profit in law firms – and shows how doing so can give you a helping hand in everything from recruitment and retention to your bottom line.
Mental health problems are a growing issue for every sector, including the law, with its inherent high levels of stress. Paul Bennett looks at how managers in law firms can support their staff to mitigate mental health problems and their effects.
The take-up of apprenticeships in law firms has been cautious, but the concept is now starting to gain traction. Grania Langdon-Down speaks to firms about the practicalities, benefits and challenges of taking on apprentices.
The continuing competence regime, replacing the old CPD requirement, came into force nearly a year ago. Anna Gregory explains how her firm has embraced the new approach to introduce an experiential learning culture, including action learning.
Much is written about influencing others, but usually in relation to our team members, clients or peers. Less is written about influencing up: an essential skill for our own career development. Mike Scott outlines four simple tips
Do you know what your firm’s purpose is? How about your own? Do they match? Could your or your firm’s purpose be holding you back? Barry Wilkinson argues for the central role of purpose in competing, and ensuring your survival, in the current marketplace
If lawyers assign legal work and the results don’t meet their expectations, they often blame the people they assigned it to. But, says Gary Richards, the issue often lies with how the work was assigned: the initial conversation and the process following it
The recent high-profile case law around workers’ rights could have a direct impact on law firms which employ self-employed consultants or contractors. Alison Downie explains how to assess whether your consultants are workers, and what you need to do if they are
The evidence shows that employee loyalty is a thing of the past. If you want to attract and retain talent in your business, and thereby build a productive workforce and compete effectively, learning and development are key, says Michelle Parry-Slater
Most of us shy away from conflict, and when we are involved, it’s often not productive, damaging relationships and the effectiveness of our teams. Julian Hall explains how to avoid unnecessary conflict, and approach necessary conflict in a productive way
The continuing competence regime has now been compulsory for just over two months. Diana Bentley talks to the regulator, firms and industry experts about how the change is being implemented in practice
The legal recruitment market is changing in every way – employers, employees and clients. How can you attract and keep the people you need to build a thriving business? Nicola Jones and Jane Green-Armytage explain