Legal Technology Core Competencies Asima – 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 Amalgamated Janis Richman, Director of Consulting, Capensys Marion Deland, Director of Courseware, Capensys Sue Pasfield, Founding Director, Capensys Does Your Firm Measure Up? LTC4TM – Legal Technology Core Competencies Certification Coalition

Who we are Sponsors of LTC4 Full-Service Training Organization 100+ years combined experience in law firms as Training Directors, Help Desk Managers, e-learning specialists Team of Smart Owls… Creators of Goal-Based Learning Approach JANIS Who we are - evangelists for non-threatening skills-building programs Why the name Capensys GBL is the foundation upon which KCs are built

What 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 standard Target Audience: Support Staff Associates Positive attitude - Certification rather than Assessment Offering CLE/CPD where possible Sue to introduce Flexibility – firms can define it their own way - positive

Steering Group – US/UK McGuireWoods LLP Munger, Tolles & Olson LLP Kramer Levin Naftalis & Frankel LLP Littler Mendelson, P.C. Ford Harrison LLP Eversheds LLP Linklaters LLP Freshfields Bruckhaus Deringer LLP Squire 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 Harrison

What’s in it for the law firm? Competitive advantage Increasing demand for technical competence from client’s General Counsel Not wasting the client’s money on “busy time” Average user productivity loss is 17% (Neochange) Risk of being fired because of poor document quality Bonnie: . Eg. KIA Motor’s GC’s audit of external Counsel http://www.sandhill.com/assets/pdf/AchievingEnterpriseSoftwareSuccessFinalReport.pdf Bonnie - question: “What other driving factors would there be for core competency in your firm?” Respond by typing into the question box.

What’s in it for the law firm? Bonnie

What’s in it for the Firm? Puts the onus on the user to learn  Clients assured of technical competence (Certification) Establishes an industry standard Attorney buy-in with CLE Pressure to increase support staff/attorney ratios so skills need to be higher Flexibility among staff Bonnie Marion: Responses? Pass to Sue for past issues

Past issues Application-centric as opposed to workflow-based Not always legal-specific Time and resources to review and analyze results Can be daunting for users One-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 we’ve seen have the following success factors:

Success factors Marketed positively Gently introduced Incremental build-up Tied in to appraisal Automated process Sue: What factors make a successful core competency? (Use Question box to type your answers.) Excellent positive marketing with clear branding, giveaways, poster campaigns Not ‘Big Bang’ – opportunity to skill themselves up prior to any testing Could undertake scored exercises as many times as they needed to achieve mastery mark Program 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 Bonnie

The LTC4 Process Determined core competencies Determined best practices – generic and firm-specific Selected core applications Arranged by workflows – attorneys and staff Each member expanded on a workflow Consolidated, 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

The 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.

The LTC4 Process Scenarios were added… Once 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.  

The 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.

CLE Carol

Workflow-based Competencies Document Production Managing Electronically Stored Documents/Emails Collaborating with Others: E-Mailing and Sharing Documents Time and Billing Mobile Devices for Lawyers Working with Clients More as required…. Sue The result of our work was a series of workflow-based competencies, for both staff and attorneys.

Questions? 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 that’s been successful? What stood in the way? “Type your responses into the Questions box.” Over to Janis

Support “humane” skills improvement JANIS In 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?

When creating a program… Organize scenario-based legal technology core competency workflows Measure, manage and report Provide remedial training where needed Provide CLE attracting courseware where possible Make it easy to administer JANIS Provides a set of legal IT core competencies based on workflows/working practices across all the main types of applications used in law firms Provides flexible e-learning and exercises to achieve these core competencies Provides a means of measuring users’ skill levels in a positive and non-threatening way Allows managers to manage and report on the progress of their users Provides remedial training where needed Provides CLE attracting courseware where possible You can’t manage what you don’t measure.

And so the KnowledgeCheck program was born… Introduces Certification in a positive light Provides everything needed to measure user skill levels Scored exercises Tutorials for preparation or remedial learning Can test out of training Learning Management System if needed

Thank you! We will email you an evaluation form. Fill it out to be entered into our drawing for half a day free consulting on achieving training goals. Please contact us to find out more about KnowledgeCheck and LTC4. info@capensys.com Asima concludes