Including training, personal development, and equality and diversity
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.
In October 2014, the Law Society conducted a career satisfaction survey. The research found that, overall, solicitors find their careers highly rewarding, with the majority feeling that their work contributes to the success of their organisation, and that they are valued in their role
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
A range of challenges face partners looking to plan effectively for their retirement in the current volatile marketplace. Mark Waddilove looks at the options, and which to choose at different stages of your retirement planning
Networking, both internally and externally, is often dreaded by legal professionals. But if you do it effectively, you and your firm will reap the rewards, says Anne Waldron
Coaching as a business tool continues to grow in popularity. Louise Palmer explains how it can be used effectively in managing lawyers, and provides a number of practical techniques to help you develop a successful coaching relationship
Lucy Trevelyan looks at recent trends in the use of office space in law firms and beyond – including agile working, shoring and activity-based working – and examines the drivers for change, plus the benefits and possible pitfalls
In conversation with Elizabeth Noone, Christina Blacklaws reflects on her new role as deputy vice president of the Law Society, and discusses effective leadership and pressing issues for the profession
A lawyer’s career hinges on their ability to win work. Douglas McPherson suggests five alternative options for those that don’t like formal networking
Effective internal communication will reap dividends over time. Rachel Brushfield explains the role it plays in building employee engagement.
The changes to continuing professional development will be mandatory from 1 November 2016. Nicola Jones and Jane Green-Armytage look at how firms are responding, and the pros and cons of adapting the old regime versus embracing a competency-based approach