THE NEXT GENERATION OF LEADING LAWYERS
The evolution of entry routes and qualification pathways, coupled with the changing values and expectations of the generations coming through the ranks, has continued to expose law firms to potential deficits in their training and development strategies.
A key area of concern for firms has been how to best navigate the new SQE pathway as they move away from the LPC and mandatory PSC training. In particular, firms have been grappling with how to ensure alternative training is customised to the specific needs of their firm, and that it effectively prepares their talent for the realities of working in the legal sector.
THE DAWN OF A NEW ERA
As the main provider of professional and personal development training in the legal sector, we have spent the last 18 months working closely with early adopter firms as they prepare for their move to the SQE route to qualification. Additionally, in May 2024 we ran a sector survey to get an up-to-date picture of where firms are with the SQE transition.
Based on these partnerships and survey results, we have identified where the current skills gap lies for trainees, how firms are closing these gaps and what additional support juniors need in order to meet the required level of competence at qualification.
KEY FINDINGS
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87% of firms reported that trainees did not take ownership of their role in the success of working dynamics with their supervisors, team and other key stakeholders
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72% of firms reported that trainees did not have the knowledge and skills to navigate the commercial realities of a law firm, including building an impactful personal brand that showcased their strengths, expertise and value proposition
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82% of firms reported that trainees did not have the essential personal effectiveness and resilience skills to sharpen their critical thinking skills, minimise errors and improve workload management
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67% of firms reported that trainees did not take responsibility for their learning experience at the firm or develop a plan for continuous improvement
CLOSING THE SKILLS GAP
Our extensive work with early talent teams, future joiners, trainees, supervisors and leaders has also provided Leading Minds with the opportunity to redesign our trainee programme in line with the key competencies that trainee solicitors require to succeed and excel in the new legal landscape.
The result is a comprehensive training solution to the professional and personal skills gap identified by firms.
LEADING MINDS CORE COMPETENCIES
Our re-designed six-part trainee programme encompasses the following core competencies:
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Relationship Management: The ability to confidently communicate and work collaboratively with supervisors, the wider team and other key stakeholders, both internally and externally
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Commercial Awareness: The ability to understand the law firm as a commercial enterprise, anticipating client/business needs and act in accordance with those needs
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Personal Effectiveness and Resilience: The ability to implement effective daily working practices to support sustainable performance and wellbeing
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Career Progression: Building awareness of and taking responsibility for personal learning and development opportunities
NEXT STEPS
The emerging theme in our research is that firms lack clarity on the specific competencies that juniors need to enable them to succeed in practice.
As a result, many firms have simply defaulted to trying to replicate the skills taught as part of the LPC/PSC, but have not reviewed whether these skills taught are relevant in the modern legal workplace and reflect client desires for more dynamic solution-focused advice.
Instead, firms must use this period of change as an opportunity to proactively identify and close the competency gaps specific to their firm.
For further information on how Leading Minds training can support your talent development, you can schedule a meeting HERE or via the form below.
CASE STUDY:
VINSON & ELKINS
In our recent leadership webinar with Grace Gibson-Venner, Associate Director of International Attorney Development and Recruitment at Vinson & Elkins, she shared insight on the firm’s approach to the SQE pathway, including how the firm undertook their comprehensive skills gap analysis and used this information to provide bespoke training to fully prepare joiners for practice.