Tag Archives: CPD

Why a New Training Needs Analysis is Required To Manage Over Whelmed Remote Workers by Diane Shawe

Here’s Help for the bosses on how to help staff to manage stress when working remotely after and during the coronavirus outbreak by restructuring there training needs analysis.

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When you (the boss or your board members) think about thriving in a digital world, you probably think first about technology. It’s evolving so fast that your business constantly has to adapt. But the greatest challenge is not the tech itself: It’s developing a knowledgeable, strategically adept, cognitively flexible, and proficient workforce.

You want people who can command artificial intelligence, analyse data, invent and apply solutions on the fly, and slide effortlessly into new roles as needed.
All the while, they should keep their skills sharp with mobile apps and online self-taught courses. Ideas should flow from all corners of the company, whether from full-time managers or a pool of gig workers who jump in when work heats up.

The demand for a more talented workforce goes beyond adapting to the new digital world. CEOs of fast-moving organisations – enterprises with bold strategies, innovative cultures, inclusive workforces, and great expectations – need highly skilled people.

Unfortunately, in nearly every industry, the best talent is in perilously short supply. At the 22nd Annual Global CEO Survey, 79 percent of chief executives around the world said that a lack of key skills threatens their business growth. Retailers need interface designers who understand customer experience. Banks and insurance companies need data visualisation experts. Energy, automotive, and industrial companies need team leaders who can manage interoperable platforms.

Helping remote workers draw a line between work and timeout

Just about everyone is looking for employees adept in robotic process automation, materials science, or simulations with machine learning that can predict outcomes and streamline processes.

They also need people who can master softer skills, such as managing teams effectively, gaining trust, working across boundaries, or applying neuroscience findings to increase their own stature and influence.

Upskilling is part of the answer. But you also need to rethink your jobs: redesign the workflow, combine some positions, add others, and probably eliminate some. You need to be more creative in finding and onboarding people, including through acquisitions, partnerships, gig economy–style freelancing arrangements, and talent pools oriented to flex work.

Finally, you must fill your enterprise with opportunities for continual self-renewal via modern learning strategies and digital technologies, so that becoming adept in new technologies is just part of everyday life.

Many business leaders realise that they can’t just hire the workforce they need. There aren’t enough prospective recruits, and the expense would be enormous. Instead, companies must upskill their existing employees or members of their communities.

This means expanding people’s capabilities entrepreneurial thinking, employability, often using adult learning and training tools, to fulfill the talent needs of a rapidly changing economy. But the old training needs analysis does not sit well in this every changing cog and an increasing number of remote workers.

A remote workforce transformation brings all these elements together, oriented specifically to your organisation. Your initiative must be led directly by the CEO and the other top executives of the enterprise, because your company’s success depends on the ability and commitment of all your employees.

In a successful initiative, you’ll do more than approve a budget and hold the leaders accountable; you’ll take part in the learning efforts yourself, engage in teaching others, and use this transformation as a genuine opportunity to improve your own skills and those of your direct reports.

Online, Workbooks, Zoom Training available now

Because no two organisations have the same circumstances, there is no single recipe to follow. But together, the 10 principles below can help you ready your company’s remote workforce for the future.

  1. Focus on a few concrete business outcome
  2. Foster emotional commitment
  3. Design a compelling experience
  4. Start with the highest-impact roles
  5. Change behaviour first
  6. Promote citizens led wellness groups
  7. Plan and commit to a comprehensive journey
  8. Engage with cultural influencers
  9. Include everyone but the unwilling
  10. Track results and course

Visit https://www.virtualpersonalassistance.com/training-courses-store

CPD pending? Pressed for time?

CPD on the move

CPD on the move

Continued Professional Development is entering a new phase for UK Law Firms.

At the Academy of Vocational & Professional Training we understand that you firm is often pressed for time, so nudge thinking, heuristic learning, or brain plasticity are great but, your law firm already have complex challenges, so we are going to keep it simple.

We train in soft skills courses like HR, PR, Management, Technology and Social Media to name but a few. CPD approved by the SRA to help you and your staff meet the challenges expected of skilled professionals.

Doing your CPD the smarter way

Doing your CPD the smarter way

You can study on the move using your smartphone, tablet or at our intense 1 day workshops.

Give us a call on 0203 551 2621 to request a quote or visit our http://www.avptglobal.com

Leading Training Provider ‘AVPT’ Approved To Deliver CPD ‘Soft Skills’ Courses To The UK Legal Industry

CPD does not have to be hard anymore

CPD does not have to be hard anymore

Press Release  Press Release

London UK, Thursday 3rd April 2014 – A national organisation specialising in the delivery of vocational and professional training has been approved to deliver recognised ‘soft skills’ courses to the legal profession, following formal assessment and accreditation by the Solicitors Regulatory Authority.

The Academy of Vocational and Professional Training (AVPT) now offer ‘soft skill’ courses within the legal sector after successfully becoming the latest organisation in the UK to reach the expecting standards required by the national regulatory body. Not only are the courses approved and recognised industry wide, but also count towards CPD certification of course candidates.

Within professional development arenas, it is now widely accepted the development of ‘soft skills’ within a workforce plays a significant part in the performance and continued success of companies and organisations across every niche. This has lead to an upsurge in organisations looking to complement the traditional ‘hard skill’ base with ‘soft skill’ development programmes.

Law firms begin to up skill their staff with soft skills

Law firms begin to up skill their staff with soft skills

In contrast to the occupational ‘hard-skills’ – those needed to physically undertake a role, ‘soft skills’ focus on the personal characteristic traits which allow individuals to excel in the work place, such as communication, empathy, emotional intelligence and social interaction.

As the legal industry settles after a fundamental reshaping which has resulted in a considerable increase in competition from smaller firms and individuals, law firms across the country are adapting their approach by improving the soft skill abilities of their employees and partners. Modernisation has helped them recognise the importance of technology in the learning environment to overcome geographical, language barriers and time constraint when up-skilling their entire business, so as to become more customer and user friendly.

The current range of ‘soft skill’ development packages for the legal profession have been specifically tailored to meet the needs and requirements of clients working in legal niches. Skills such as HR, Marketing with Social Media, Information management, Leadership & Management skills, Business development, Negotiations and customer services to name but a few from the list of 300 which can now count towards their annual CPD requirements.

Diane Shawe, CEO of AVPT commented “in 2013 the Legal Services Policy Institute estimate as many as 3,000 high street law firms (or 35% of the total) will have to disappear in the subsequent upheaval, law firms with good local reputations will be able to withstand competition if they can successfully reach the demands of clients for greater convenience and ease of access to services by generating greater efficiencies within their practices.”

AVPT is the only UK globally accredited online and workshop based provider of over 300 Soft Skills courses, which uses a cutting edge proprietary online learning management system. Workshop courses are professionally executed in 1-3 days which are delivered as foundation to expert levels.

AVPTLTD LOGO  6As a provider of Soft Skill training courses which are accredited by the Solicitors Regulatory Authority and globally by the IAO, AVPT are now offering CPD applicable courses to the legal profession. For further information please visit the official website at www.academy-of-vocational-and-professional-training.comor get in touch using the details shown with this release.

Can traditional law firms innovate on-time to save their practices?

Can legal services face up to the 21st Century challenges?

Can legal services face up to the 21st Century challenges? it’s clear that the web is now an important channel for law firms and this trend will only continue.

By now the severe challenges facing the legal profession will be familiar to all but the most complacent of high street firms. The UK’s regulatory environment which once protected solicitors from competition has just undergone the most radical shakeup in its history, a moment akin to the big bang in financial services of the mid-eighties.

article by Richard Cohen Chairman of Epoq Group

Is it time to herald the death of the high street? When accessing legal services consumers prize expertise, trust and local knowledge; all the key values of a smaller firm. This suggests that law firms with good local reputations with be able to withstand competition if they can successfully reach out to and meet the needs of this potential client base. To do so will require these firms to overcome two major obstacles; the demands of clients for greater convenience and ease of access to services and the now pressing need to generate greater efficiencies within the practice. With advances in technology both are now within the capabilities of small firms.

the scales adjust for the legal services

Legal Services Policy Institute estimate as many as 3,000 high street law firms (or 35% of the total) will have to disappear in the subsequent upheaval

The small size of most firms and a set of engrained cultural problems have prevented many from investing sufficiently in customer service. The result has been a very high number of complaints and a poor public reputation.

It’s clear that innovation is required but many firms still operate only during traditional office hours and require clients to visit the office; a practice which is more and more out of step with the modern lifestyle. A large segment of today’s consumers of legal services are part of an ‘internet generation’ which is highly receptive to new methods of online delivery. Our own research, conducted by YouGov, revealed that 56% of consumers expect good law firms to give customers the ability to use their services online in the next couple of years.

Far from being peripheral, it’s clear that the web is now an important channel for law firms and this trend will only continue. The question is can law firms offer more than just brochureware for their online presence? Technology platforms have come to market which operate on a ‘software as a service’  (SaaS) model,  which allow a law firm’s clients to collaborate with their solicitor and perform legal tasks over the internet.

The impact of these web-based, interactive applications is to save lawyer time and often increase lawyer productivity and profit margins, while providing a more convenient and satisfying experience for the client. Small law firms can now adapt their business model without prohibitive capital investment, service their clients in a very different way to the traditional high street firm and overcome many of the barriers described above.

An example of this new model is DirectLaw, an online legal document drafting solution  which uses pre-programmed logic to ask the user the same questions a lawyer would ask in a client interview. As the user answers these, the system determines the right language and clauses to be inserted into the document to reflect the client’s circumstances. The end product is a highly detailed first draft of the legal  document which has been individually tailored for the client. Once completed, the draft can be securely sent through to the solicitor for review and further changes. The client is also able to log into a secure client extranet, communicate electronically with the firm, pay fees and check the progress of their matter.

Using this approach, legal documents can be produced at a fraction of the internal cost thus increasing a law firm’s recoverable hourly rates. The time that solicitors have to spend on the interview process is massively reduced, yet from the clients perspective, the firm is providing a more convenient and accessible way of delivering law.

Furthermore, by shifting a proportion of the legal work onto the client fee-earner time can be freed up to concentrate on more complex matters and consultative elements of the solicitor-client relationship. And, as the service can be paid for online, further cost savings can be achieved by negating the need to issue and chase up invoices.

cpd soft skills training for legal firmsFor law firms implementing this model the website is increasingly becoming the primary way to relate to clients and manage the flow of legal work. Firms can add information to their home page about their interactive capabilities, which save clients time and money. These will set firms apart from others and increasingly attract a client base that prefers to do business over the Internet.

Another area of opportunity is that of pricing. With an online strategy that reduces internal costs, law firms could use their improved margins to address client demand for clarity of price as they will be able to provide certain document services at a fixed fee.

The market in which we have been used to operating is changing beyond all recognition. The entrance of retailers, banks and insurers into the market will introduce consumers to new models of legal service delivery; multiple service levels, legal packages, efficient customer service and greater accessibility. However this can serve as a catalyst for change amongst traditional law firms, offering scope for some real innovation, and affording firms the opportunity to build better relationships with clients, generate new revenue streams, and tap into latent markets.

Social Media challenges for Rainmakers’ How to use linkedin even when you hate selling!

solicitorsgroup logo

LAW2014 18-20 MARCH 2014

Although some professional often think that social media is a tacky way of selling,  it is not. Negotiating the process of how you introduce your company and services is just  one stage of that process. There are three  stages  timing, intuition, and flexibility.  Law2014 Strategies for Success conference will be looking at some of the threats posed to the high street law firm by the introduction of ABS it is more important than ever for the high street law firm to maintain their customer base and effectively market themselves.

The Strategies for Success conference is the essential conference for all Management and Marketing personnel working within high street law firms and will provide the busy high street law firm professional with practical marketing tips in an increasingly competitive market place.

The conference will focus on strategies the high street law firm can adopt not only to ensure their survival in the face of fresh competition but to prosper in the new legal landscape. A line up of impressive spreakers on the topics to be covered will be:

Diane Shawe 1Social Media Challenges for RainMakers – how to use Linked In even when you hate selling!
Diane as a founder and CEO of two successful Training Companies based in London and Luxembourg Diane has built the company from a standing start in 2003 to a globally recognised training provider with an impressive year on year growt

john espley

John Espley, Peapod Legal Office

Strategies For Success for Small Law Firms
John has been working in the legal market for 10 years and has always helped small law firms to become more profitable

Alan Joenn

Alan Joenn, Collier Pickard

Fee earners and CRM – why both?
Alan Joenn is the Marketing Director at Collier Pickard. He has over 35 years’ experience in business automation, office automation and personal productivity within the IT sector and the commercial arena.

Phil Dedman

Phil Dedman, Mediaworks

Demystifying SEO 

Phil has worked with many global companies over the last 25 years and continues to be involved with companies internationally for both SME’s & Blue Chip companies

Roger Lane

Roger Lane, Actionstep UK

Modern Practice Management Go Beyond Managing the Matter 

Roger Lane, has spent over 30 years in the IT industry in a wide range of roles, including sales & sales management (including international), product marketing, strategic marketing and general management

Mark Scane

Mark Scane  ITM

Rani Sur

Rani Sur ITM

How to ease the burden of Auto Enrolment – The role of middleware 

Mark is a highly experienced consultant in corporate employee benefits with over 12 years within the pension and benefits market. Whilst Rani is a Senior Technical Consultant at ITM, the leading independent pension data and administration consultants. Rani works with the development and innovations team designing and developing the Auto Enrolment solution at ITM

Clwyd Probert

Clwyd Probert, Whitehat

The Google Zoo: Effective Internet Marketing Strategies For Law Firms 
Clwyd Probert is the founder, CEO and chief technical architect of Whitehat SEO. He is a technologist and marketer with international experience in London and New York

Each speaker is going to set out some of the real nuggets high street solicitors should put in place to establish a firm ground for all considerations once you decide to seriously utilise some of the benefits of Social Media and through the internet.

Diane Shawe M.Ed will be speaking on Thursday 20th March 2014 at 9.30am.

The LAW2014 event is to be held at Kensington Town Hall
Hornton Street, Kensington. London, W8 7NX

Open times

18th March – Day 1 – The event will be open between 8.30am – 5.30pm.

19th March – Day 2 – The event will be open between 8.30am – 5.30pm.

20th March – Day 3 – The event will be open between 8.30am – 4.00pm.

Successful Rainmakers do not focus on selling, successful rainmakers take time to understand what their clients’ needs are—not what they hope or think the clients’ needs are—. The only way to discover what clients require is to communicate, collaborate and then listen to their answers. Only after clarifying their clients’ needs do successful rainmakers try to provide a services to fit their needs.

Diane will report on the 9 mistakes businesses make with Linkedin.

Solicitors can book their 1 day course on how to set up a prime linkedin profile at stand 6.

Solicitors can book their 1 day course on how to set up a prime linkedin profile at stand 6.

express training courses membership and accreditation diane shawe