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Don Turner explains how a good staff appraisal system can bring growth to your practice team, align it with chambers’ goals and help tackle any difficult components
Staff appraisal systems across barristers’ chambers are best described as ‘variable’ – from non-existent to well-established. Not surprisingly, those chambers with human resource managers practise good staff performance methods, systematically developing people throughout their career. For many sets, the implementation (or lack of it) depends on the attitude of the senior practice team or management committee towards developing their staff.
Recently, staff appraisals have become a popular topic. The management of an agile workforce, and the younger generations’ changing attitudes towards their own life goals, are becoming increasingly challenging for chambers’ management.
There are no legal or regulatory requirements to appraise your staff, so why do so many organisations invest their resources into appraisal systems for their employees?
On the very highest level, members’ contributions fund their practice management teams to run ‘the business’. Therefore, chambers should collectively want the best return possible for their investment, or to use a common phrase, ‘more bang for their buck!’ Not only are members of chambers in competition with other lawyers, but so are their practice teams who compete in an increasingly commercial environment.
A well-designed and run appraisal system can deliver value for chambers in the following areas:
A staff appraisal is similar in so many ways to a practice development meeting – in reverse – between barrister and clerk. Build a system that answers your needs, is pragmatic and effective. Below are the three basic stages of a staff appraisal:
1. Preparation: Pre-meeting questionnaires are circulated to appraiser and appraisee so they can separately prepare for the discussion and raise any concerns or give credit. This should be done two weeks in advance of the meeting.
2. Meeting: Consideration should be given to the format, time and venue of the meeting. This will all set the tone for this important discussion. The meeting should be formal and documented. The information given and received should be objective, balanced and in line with the employee’s job description.
3. Review: Periodic reviews should be undertaken which track progression on goals achieved or projects completed. An annual appraisal followed by quarterly review meetings is good practice.
To achieve the best results:
The devil is in the detail in most management systems and the appraisal system is no exception. Here are a few common areas where it can go wrong:
In summary, this business function gives the opportunity to be objective and clear about individual and team performance. A good staff appraisal system can bring growth to your practice team and shape it to conform to the growth strategy of chambers. You can tackle any difficult components through this professional performance management function.
Staff appraisal systems across barristers’ chambers are best described as ‘variable’ – from non-existent to well-established. Not surprisingly, those chambers with human resource managers practise good staff performance methods, systematically developing people throughout their career. For many sets, the implementation (or lack of it) depends on the attitude of the senior practice team or management committee towards developing their staff.
Recently, staff appraisals have become a popular topic. The management of an agile workforce, and the younger generations’ changing attitudes towards their own life goals, are becoming increasingly challenging for chambers’ management.
There are no legal or regulatory requirements to appraise your staff, so why do so many organisations invest their resources into appraisal systems for their employees?
On the very highest level, members’ contributions fund their practice management teams to run ‘the business’. Therefore, chambers should collectively want the best return possible for their investment, or to use a common phrase, ‘more bang for their buck!’ Not only are members of chambers in competition with other lawyers, but so are their practice teams who compete in an increasingly commercial environment.
A well-designed and run appraisal system can deliver value for chambers in the following areas:
A staff appraisal is similar in so many ways to a practice development meeting – in reverse – between barrister and clerk. Build a system that answers your needs, is pragmatic and effective. Below are the three basic stages of a staff appraisal:
1. Preparation: Pre-meeting questionnaires are circulated to appraiser and appraisee so they can separately prepare for the discussion and raise any concerns or give credit. This should be done two weeks in advance of the meeting.
2. Meeting: Consideration should be given to the format, time and venue of the meeting. This will all set the tone for this important discussion. The meeting should be formal and documented. The information given and received should be objective, balanced and in line with the employee’s job description.
3. Review: Periodic reviews should be undertaken which track progression on goals achieved or projects completed. An annual appraisal followed by quarterly review meetings is good practice.
To achieve the best results:
The devil is in the detail in most management systems and the appraisal system is no exception. Here are a few common areas where it can go wrong:
In summary, this business function gives the opportunity to be objective and clear about individual and team performance. A good staff appraisal system can bring growth to your practice team and shape it to conform to the growth strategy of chambers. You can tackle any difficult components through this professional performance management function.
Don Turner explains how a good staff appraisal system can bring growth to your practice team, align it with chambers’ goals and help tackle any difficult components
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