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Legal Technology Core Competencies. Does Your Firm Measure Up ?. LTC4 TM Legal Technology Core Competencies Certification Coalition. Who we are. Sponsors of LTC4 Full-Service Training Organization - PowerPoint PPT Presentation


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Legal Technology Core Competencies

Does Your Firm Measure Up?LTC4TM Legal Technology Core Competencies Certification Coalition##1Asima open, introduce Capensys people and panelists: Bonnie Beuth, Training Manager from Ford Harrison, Rachel Baiden, Training Manager from Squire Sanders, Carol Gerber JD, ex Training Manager of Moses Singer and now owner of Gerber AmalgamatedJanis Richman, Director of Consulting, CapensysMarion Deland, Director of Courseware, CapensysSue Pasfield, Founding Director, Capensys

Who we areSponsors of LTC4Full-Service Training Organization100+ years combined experience in law firms as Training Directors, Help Desk Managers, e-learning specialistsTeam of Smart OwlsCreators of Goal-Based Learning Approach


Who we are - evangelists for non-threatening skills-building programs Why the name CapensysGBL is the foundation upon which KCs are built

2What do users really need to know in order to do their work?Legal technology core competencies A coalition of leading law firms (LTC4TM) has created an industry standardTarget Audience: Support StaffAssociatesPositive attitude - Certification rather than AssessmentOffering CLE/CPD where possible#Sue to introduceFlexibility firms can define it their own way - positive3Steering Group US/UKMcGuireWoods LLPMunger, Tolles & Olson LLPKramer Levin Naftalis & Frankel LLPLittler Mendelson, P.C.Ford Harrison LLPEversheds LLPLinklaters LLPFreshfields Bruckhaus Deringer LLPSquire Sanders#Sue Reminds people that Bonnie, Rachel and Carol are here today. Training Manager of Ford Harrison and Rachel Baiden, Training Manager of Squire Sanders and Carol.

Introduce Bonnie

Bonnie Beuth - Ford Harrison4Whats in it for the law firm?Competitive advantageIncreasing demand for technical competence from clients General Counsel Not wasting the clients money on busy timeAverage user productivity loss is 17% (Neochange)Risk of being fired because of poor document quality#Bonnie:

. Eg. KIA Motors GCs audit of external Counsel

Bonnie - question:

What other driving factors would there be for core competency in your firm? Respond by typing into the question box.


Whats in it for the law firm?#Bonnie6Whats in it for the Firm?Puts the onus on the user to learnClients assured of technical competence (Certification)Establishes an industry standardAttorney buy-in with CLEPressure to increase support staff/attorney ratios so skills need to be higherFlexibility among staff


Marion: Responses?

Pass to Sue for past issues7Past issuesApplication-centric as opposed to workflow-basedNot always legal-specificTime and resources to review and analyze resultsCan be daunting for usersOne-time exercise, not on-going

#Sue discuss past issues.

Rachel will discuss an assessment program she did some years back and why it did not take off.

How LTC4 members have implemented core competency at their law firms. Most successful ones weve seen have the following success factors:

8Success factors Marketed positively Gently introducedIncremental build-upTied in to appraisalAutomated process#Sue:

What factors make a successful core competency? (Use Question box to type your answers.)

Excellent positive marketing with clear branding, giveaways, poster campaignsNot Big Bang opportunity to skill themselves up prior to any testingCould undertake scored exercises as many times as they needed to achieve mastery markProgram tightened up as people became used to project. E.g., in year 2, they were only allowed once to achieve master mark.Year 3 mastery mark was raised.Scores were instantaneous.Certificates awarded on completion. Mastery accounted for about 30% of their appraisal.Phased throughout the year. Different branding for different times of year.Low administrative overhead to keep going.Wanted to create program which built on these success factors and was workflow-based.

Rachel also adds that The Core Competencies can be used in Lawyer Program Sets Professional Development program, incorporate IT skills

why are projects successful?

How do you cope with International workflows and Best Practice.. Rachel has a question about this. Over to Rachel. Sue answers.Then Sue passes to Bonnie9The LTC4 ProcessDetermined core competenciesDetermined best practices generic and firm-specificSelected core applicationsArranged by workflows attorneys and staffEach member expanded on a workflowConsolidated, agreed on scenarios

#Bonnie to discuss process -The LTC4 process began by defining core competencies needed by anyone in law firm organization (meeting regularly every two weeks) We then defined generic and firm specific best practices associated with each core competency We had to select applications that represented the most common ones used by law firms, and we defined those as our core applications Next, we arranged the core competencies by workflows and defined different workflows for attorneys and staff Each LTC4 steering committee member was assigned a workflow to expand on so that we made sure to cover all functionality associated with each workflow Finally, we consolidated all of the information gathered and defined the scenarios that would be the basis for our workflow


The LTC4 Process#We collaborated to produce a list of core competencies:Here, you can see an example of the list of Core Competencies we came up with associated with Outlook We considered the application and category of each competency, and we listed who the workflow would apply to - in the example you see, a standard workflow would apply to all levels of the organization We left a column for Attorney so that we could define anything that would be role specific to attorneys. We'll talk more about applying CLE credits to workflows later in this presentation

11The LTC4 Process

#LTC4 participants took sections of the worksheet and developed best practices and procedures;Here you can see that we took each core competency and we assigned it to a member of the LTC4 coalition so that we would be sure to include all of the functionality related to each application. As we looked at the detailed processes of each core competency, we started to develop the goals of the workflows -- the reasons why each role in a legal organization would want to develop proficiency in a particular competency.

12The LTC4 Process

#Scenarios were addedOnce we had the goal of each workflow, we developed real world scenarios that would be easily transferrable from training to what attorneys and staff actually do every day Our core competencies became the topics covered by each scenario And we were able to apply the best practices we had defined Once we had best practices in place we started development on e-learning courseware.

13The LTC4 Process

#The end result is a spreadsheet containing the core competency, what attorneys and staff need to know about that core competency why those core competencies are unique to attorneys or staff and the reason why attorneys or staff need to be proficient in that competency, and these reasons are consistent with the scenarios ultimately when we defined why certain competencies are unique to attorneys, it became clear that those reasons fit nicely into CLE requirements

Bonnie passes to Janis/Carol - Then we separated the data into staff and attorney workflows, with a view to developing the CLE course.Janis/Carol talks about how we structured the CLE course and how it was different.14CLE

#Carol15Workflow-based CompetenciesDocument ProductionManaging Electronically Stored Documents/Emails Collaborating with Others: E-Mailing and Sharing Documents

Time and BillingMobile Devices for LawyersWorking with ClientsMore as required.#Sue

The result of our work was a series of workflow-based competencies, for both staff and attorneys.

16Questions?What ways have you been successful in introducing skills-building in your Firm?How successful have you been in attributing CLE points to e-learning program for technology training?What other driving factors would there be for core competency in your firm?

#Rachel to ask questions :What ways have you been successful in introducing skills-building in your Firm?

What marketing did you use? How did you get buy-in?

How successful have you been in attributing CLE/CPD points to e-learning program for technology training?

What have you done thats been successful? What stood in the way? Type your responses into the Questions box.

Over to Janis17Support humane skills improvement

#JANISIn accordance with our Goal-Based approach, we looked at the best way to introduce skills-building into the firm.

From our experience, introducing core competencies into a firm in a positive light is key to its success. If you can introduce it in the light of skill-building, self-improvement, you achieve a dramatically better result.

In contrast, people may react negatively to the word assess (allude to pinks slips, crying in the halls, embarrassment) and this puts stress on the trainers, HR.

LTC4 Steering committee agreed that offering credits for success in the various workflows and certifying rather than assessing was the obvious way to present a skills-building program.

Marion: Responses to questions?

18Organize scenario-based legal technology core competency workflowsMeasure, manage and reportProvide remedial training where neededProvide CLE attracting courseware where possibleMake it easy to administer

When creating a program#JANIS

Provides a set of legal


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