Okay, let's have a look at the induction action plan. What it might look like having got somebody on board. Yes, you got your I t sorted out and so on so forth. So depending on the seniority, the person may depend on the duration of the plan. It may be for seeing it person support staff, you know, head of I to you accounts or something like that that you may want a 100 day induction programme because it covers a lot more off their job in debt. If its support staff in front of reception or part of the admin teen, then maybe a sort of a week or two. Maybe sufficient is up to you to decide what seems appropriate to cover some of these things. It must be important, of course, to plan for the first day. Get that right so that people know that they're coming. Who's arriving, whose greeting them to make sure that the fundamental attracting being sorted out by the fundamentals, Of course. I mean, you're the age are bits and pieces and cards to access the security and so on so forth. I would think it's handy to appoint a buddy. No matter what the level is, it may be a partner to more senior person. It may be headed development to more junior person movie head receptionist, full, somebody more junior, but somebody who they could go to similar sort of level there. Thereabouts Teoh Look at for the occasional bits and pieces. There don't make two gaps. Sometimes I know that people will leave work area and then that work air is a bit of a free for all while the the new replacement being found. But I think that some officers could end up a little bit untidy, with people taking your bits and pieces in there and so forth. And it's very important that you give somebody a good, tidy working area to start off. It sounds an obvious thing, but people do feel so much better that they're being appreciated in that way. And then on the first day, make sure that you are, um, prepared for what's going on. The housekeeping bits and pieces, times lose and security and so on so forth. It's likely that the larger organizations will have an employee handbook of things very handy toe have that it's not the complete office manual, but a very quick guide to things like holiday on notice periods for this death on the other, including it what you see fit taking it from the office manual documentation will include such his job description contract of employment on so forth to make sure that fully aware of what's necessary there and indeed your making sure you done the due diligence and so on so forth already mentioned that. What about those organization policies? I think even modest organizations. I run a micro business lesson 10 employees on we almost that even. But we do have things like use of mobile phones in the office, for example, use of the Internet use of the office phone. It sounds so obvious and almost so trivial until something goes wrong. And so Mrs Wheeler, nobody told me. So if you establish it right from Day one paper fully clear where they are, and that gives him a lot of confidence, a lot of comfort in knowing what the parameters are, they therefore know what they can do within those particular areas. Rob, should I shouldn't I on so forth? So you cover in there what you feel is going to be most appropriate for the individual at that particular level. I think it's also important at the outset that you establish what learning development initiatives are going on within the firm. How they will fit in with that, how they do that. Why early days? Because people need to know if they didn't know already from recruitment that you are investing in them. Andi. I expect them to partake in those various learning development activities to improve their performance in whatever way it might be again. It's for you to decide what what you include with that on. It may be that you decide not to cover that in day one in great detail. Remember, everything's new to people, so I let them in gently. But do let them know that they will spend some time with the training partner or whoever into the area that looks after learning so key performance indicators. What is it that they need to do? Didn't indicate where they're performing well, I don't think people need mawr than perhaps five or eight top to deal with that in the complexity of the job. But just so they know what constitutes a job well done on. Look at the outputs of the job description we talked about earlier, so they get an idea of what constitutes a job well done. Getting setting people from the right track early on. Go through your post recruitment procedures. What the promotion probation period is, why it is there, what's expected off them. Let them know what's going on. Let them know that you're gonna have various reviews. You may want to review things for cook up the end of the first day s so there's a few things to deal with Their when the post goes is good example to cover those sorts of things. Maybe you want to have a review, perhaps towards the end of the first week that people are in not so much to deal with their performance, but just how they're fitting in. They know it's an opportunity coming up to discuss their bits and pieces. They need some clarity with you, the line manager in confidence and so forth. If you run a manual appraisal, then maybe a year late toe later, after their joining his too late, I would argue on I think, therefore, that the appraisal process that you'll have at the end of the first probationary period. Maybe it's a month, then 36 months and then probably 12 months or something like that, although again, I have a view all annual appraisals when we get to that stage. So a few things to think about that when it comes to the firm and fitting in socialisation on induction. There's a few things to think about, and I put together a few ideas for you on the notes. There's dudes and dotes for new recruits. 10 smart things that a new recruit condemned could do on 10 dumb things that a new recruit should not do. That's Page 15 of the notes. So if you think that's a value, you're welcome to copy that give it to new recruits as a part of their induction process. In terms of their socialization, I think you as their line manager or person recruiting them needs to think about a number of different areas, cover the sort of cultural things that have to do with behaviors, the professional behaviors at one end of the scale, the ethics and professionalism that you want off them on, then down the other end of the scale or the other end of the continuum. Relatively. That scale is that if you go for a brew, it's polite to offer that to other people. So on and so forth. I've worked for interest manager within law firms. So one of first things I need to know they wanted to know. How do I go about getting coffee on? Uh, yeah, offering to make one and so forth. And inside the cover there's when everybody has white, two sugars or black, no sugar, whatever it might be people have for their coffee. So how do you fit in with that? What are people gonna do for lunch where people take their breaks? Help. They do that. Working one organization had very formal 11 oclock. There is a 10 minute coffee break now to most for the others are being can't be sure of doing that because I'm gonna get phone and so forth. But here's my phone. I could take you with me to the staff coffee break. Thank you to the staff called me Brankin. 11 oclock. Why? Because that's the time we'll get together just to go through various bits and pieces. How do you then fit in? How do you belong? What sort of out of work activities that are going on a sense of belonging will be important to fitting with that? Make these two obviously a line I think to come onto This is how they understand their job fits with your job, how their job fits with other employees jobs, how the department's bits fit in with the firm. Overall, depending on a number of people you've got, where does the job fit? Clearly, if you're going to go five in your firm, then one person becomes 1/5 workforce and therefore is 20% of the job fit with what else is larger departments. Larger entities may have to look at it in a different way, so I can't be prescriptive on this, but I'm flagging up the need to explore those things. I've already mentioned the reviews. There should be opportunity for people to review not only there you review their work, they review how they're fitting in. They review how things going so firm, wide mentoring programs. I was at a dinner last night with a client law firm sponsoring the event on somebody they were saying, You know what I really like about a B C 123 firm is that the partners mental us. James isn't in my department. I'm in matrimonial, but he is a really good mental. He never solves any problems for me, but he's always there was a really good sounding board, and he comes up with questions I should look for to answer myself. So where are those reviews within your firm on? How do you make that happen? Okay, well, there's a lot in there that you'll find useful. What I'd like to go now is to look at completeness from the point of view off leadership within your firm. Now what makes for a complete leader? What is completeness on about what you are going to be heading up your department? You could be getting a firm on, I think, for new recruits this model, which I have used all mentioned Stage one, Stage two on supervisors programs for sisters and so on and so forth. So you may have met it in other guises. I included here. If you want to use this by all means do so. It's useful to just take a little doodle off this steering wheel and how you can drive the business forward and therefore help people, certainly in the new new recruits within the first week, understand what it's all about, where it's going. So this leadership model comes from the Center for Leadership Studies that I worked with a while back up in Sunny Chester on Have a look at This is a steering wheel. I know it's a gated on your screen, but it's a steering wheel, and it should put you as a head of department in the middle of it. Okay, I think it's worth exploring three aspects off this these air spokes in the wheel to help dry things for his one is what is the firm about his vision, sense of purpose. Have a look at your Why getting toe? Why look at the business development programs from the data log on, Understand the why why your firm exists on know your firm does not exist to make money for the partners. It exists for other reasons, particularly focus. Point of view on giving access to justice and helping vulnerable members off society marvels. People buy into that you probably covered it, but uh, recruitment to make sure you got people lined to that. Of course you're seeing example in the we gave earlier in recruitment, that people are sensitive to an understanding off immigration asylum and what have you all they understand legal process off criminal defense or whatever. It might be in support in function. So that's a picture behavior. Where do we see the firm in so many years? Time? How's it going with growing? We consolidating? Are we looking for new opportunities and so forth? If I was recruiting somebody today, the vision or sense of purpose quite differently. Waas No, five years ago, 10 years ago. Because the market changes, we change with it. There's one aspect of the job, and then those key performance indicators that we looked at should be there so they understand the numbers. Your client satisfaction. How's it surveyed? What's their contribution to that? Does it cover the reception in a desert camp of the telephones? Yes, of course it should. So what's their contribution to that? I want to be trying to achieve what degree of satisfaction or repeat business and zone so forth. Their numbers were in their balanced scorecard. Some to be familiar with. And if you're looking at some of the other management programs in managing a business generally from day and then, of course, the cultural things we've talked about, where they fit in, how would you describe the culture? And when you finish your work, you you support any fee earner. You support any client keywords in purpose and so forth. Then, when we look at this steering wheel on, we realized we got a sense of purpose and whether we're getting there, results results may be very tangible. Things like money and profits and so forth. But returning clients and opinions and so forth reputation will be very important in the legal employees results and so forth. And then from the way we do business, we've got hard systems like case management systems and telephony and data and Internet and so forth. All those issues there, then your firm has a passion for excellence, passion for clients, passion for doing highly respected work. So no matter where the new recruit fits the weather they are seeing, this is a total overview because their new head of department, or whether it's heading up the support functions or whether it's an individual themselves, the focus will be the same in three dimensions. It's just the depth off information they received. What I give you Then, if you got this picture, go get. You can always pause and company down. If that's gonna be helpful to just talk it through, then these bullet points may guide you on what to talk about with you on your recruit in those areas because of vision or purpose. Because do you know what it is that drives your firm department section? Can you put that across to a new recruit? Does everybody else sing off the same song sheet, for example? Is that happening in that way? Very important. That sense of purpose is it clears shared people know what's going on. Your new recruits buy into that Thea aspirations and objectives they express clearly didn't know where it's going. Key goals, what we're trying to do on so on, so forth. Where does their job fitting to achieve those things? Culturally? How would you describe the way things have done in the firm? That something I buy into quickly words and phrases to describe the culture will be very important to make sure they are lying to that. You're doing that recruitment, doing that induction as well, making sure that shared through the office and the people our knowing where they fit. Very important reduction, of course. Core values dress goes, probe behaviors explained and understood. Yes, office manual very important covers a lot of things, so that sort of thing may also be covered. And incidentally, if you wondered what the headings might be an office manual on page 16 I've got there the firm and Coast Listers. It's the office manual that I helped develop to get authorization for a new firm in Birmingham on it shows the headings there, and it covers what's going on. Very comprehensive document useful, of course, but there is thin, Um, welcome to affirm. The induction programme is in the 1st 6 issues there, so people know what's going on on the not bewildered. They get these things sorted early on and then get on, get the job done. Then, of course, I would mention this code of conduct. Those some things should be written there, so there's no doubt about what is, and it does help wants those things that you don't have to deal with discipline grievance because people usually you, the rules, their choice, whether they choose to follow them, of course. But if they didn't know the rules, then how can they expect to follow them if they were made explicit at induction? And then the fit will be important, Not any. Just from the firm, wide individual departments or groups of people. They work with departmental cooperation obviously becoming. Then find me those measures of performance. Key performance indicators are very important, but they also relate goals of the business objective, kind care and so forth. Reputation. You got hard measures. They need to be explicit beginning of the employment and then indicate how people could work around here. That's a little soft, actually, beliefs on so forth comes through in the client surveys that you'll be day, of course, and then other things that need to be established for the full picture. So you will need to explain the sorts of things that constitute success in your organization about good communication skills, telephony, message taking, passing that on working together, zealous, helping each other, finding new ways of doing things, creating creativity, innovation become important. What's expected for self initiative, motivation, planning, organizing those sort of things of fundamental what everybody will have some impact on client awareness of what's going old. If you're not serving a client directly, you should be supporting something that is a metre in your firmas well management skills. Coaching leadership issues very paramount worth covering things like marketing activities at some stage in that induction that don't suggest all these things have done with those day. Too much, of course. But they need to know at some stage what the business development activities are, what their contribution in them are, helps put it through on then some understanding. So with all of that and there's quite a bit there, I hope it's giving you some fairly clear ideas about how people are fitting within the organization. I think it's so important because so often people left floundering with some of this. But if it's thought through of cover quite a bit, if it's thought through a planned okay, this is what we're gonna do before people start. So they know about on boarding when they arrive usual. Basically, it's a piece just enough. So they hit the flooring on Day one but then over the next, and they're gonna be through 20 days in their induction period of one month. Well, there were 20 different areas that won't cover so they can have little bits and pieces. Make sure that people are fully aware of what's going on, and you'll find that people will relax into their job and being to get on and deal with it. Is it worth doing it? Well, if you think about how long it's taken, you deal with recruitment, interviewing selection, I think it's worth doing it on that way you've got a chance of keeping good people because the degree to which people are engaging with this listening to it being part off it is a very clear indicators whether it's gonna keep anyway. Let me talk a little bit about the self concept I think is quite handy from a recruitment new people coming on board to see whether or not you're going to get fit when we finishing off this recruitment and induction issue will then go on to that final thing about staff retention. The self concept is picture we have of ourselves and one in which we interact with other folk on. Sometimes that self concept could be an idealized vision, and it happens as we get older and interact more people that we developed this at some stage or another. Now, how can I illustrate this for this chap here? The looking glass herself recognises that the four different groups of people see him as being quite different sorts of characters. So mom and Dad think, Think this guy's wonderful girlfriend season a bit of a hero, older brother seems to be a weight on X Girlfriend season was being a bit of a a devil horned beast of some sort. So different people see the same individual in completely different ways. So the self concept devised on divined by child's handy some while ago Hey was describing it as this self concept. And, you know, because you know your parents, you know, all the people that you may know how much older people tend to have one way off looking at things I wouldn't say this is me, particularly himself, firmly broadminded in my approach to things. But what we see are you a bit like this. You're going live in streets with people like you can't would newspapers that reflect how you feel about things. You go cubs you like, go whole days you like with people you like where by and large, that self concept will not challenge because somebody criticizes our self concept, obviously doesn't get it. There's obviously something wrong with them. So live results reject the source off the criticism or actually avoid it by not mixing out of our chosen group. But if we have a traumatic experience like redundancy or matrimonial problems, that one could suddenly you start to revise the self concept. But it's very important to be aware of that, because there is a relationship between the self concept that people have and how they work with other people. Because if you think about sort of how people see themselves, there are different ways of engaging people you may have. If you're an older states person within the profession, you may have had a sort of forced non compliance approach. If you don't behave yourself, this will happen. Keep head down on so far from that Clearly works provided their big a person cracking the whip. It's still there, they're not. They relax a bit now, so this be working in some areas, but clearly isn't ideal. There will be that, uh, followed tree or most common type. But if I do that, then I might get this and that sort of thing. If you do this, then you get that. Keep head down. Work well for the next 15 years, and you might make Judy apart or whatever. And if you don't, then you need to look at another career or love company. But I think most of us would recognize that most cooperative psychological contract is where individuals identified for goals. And then you know what? The parameters are freedom within those parameters to go to achieve those goals. So this model off complete leadership I gave you gives the parameters so people know where they are. Reduction program gives the parameters something know where they are, and then everything else is after they're going for it. But to remember a cycle psychological contract is not always the same or indeed, like yours. People don't buy into it. I didn't find it weird when I was a younger manager that some people were not aspirational. They wanted to get on. I want to do this. Won't do that Basically, I wanted a very keen motorcyclist in when I was younger, I was thinking, I want to keep up with my mates when I'm going off on trips to watch. Grand preys in Europe. I need to pick a motorcycle. Not everybody wants to do that. Some people call it happy with other things in life. But then don't we have stereotypes? Oh, well, people who look a bit like that are a bit like that. Are they? Well, that isn't true. I do live in France, a large part off the year I work from it. I may be recording this from there. You wouldn't know preparing loads material on having been in France for 10 years. I have to say, I have never met a French. You remotely like this stereotype. So what is all that? Meanwhile, I think it does effect through the sort of approach that people take to the workplace. And it's certainly can effect how people buy into work at how they get rewards within work. So I just like to cover this as the last part before we go on to talk about starve for attention, right? What rewards are there in place within your firm. Well, if you imagine this column here representing the office block that you work in or building, you got 100% of your staff filling it up. Within that, you'll have different groups of people. The office will sit on foundations. This is a baseline off how people have a psychological contract with work. In other words, come to work, do your job. You get paid. That is the contract. Okay, We have a system for dealing with it in a variety of ways. There will be people in terms of performance at the bottom 10%. There will be those who are the higher performers at the top 20% and then the remaining majority is in there, so yeah, okay. Might be that we've got a group of modest group of people. Maybe you haven't got anybody who's at the lower end in that scale. But this is where you've got maybe 50 people get. Expect ified. Five people who are putting aren't pulling their weight. And maybe you've got 10 people really driving it forward. But you can imagine in a large group of people where you've got these possibilities so the way in which people engage where, of course, because important. So which of these three groups have you got? What you have to deal with on how will you deal with them? The majority are there somewhere there and thereabouts. But the top 20% really driving the business. I will talk to you about stuff engagement on how you can improve things with greater engagement. So we have this little lot. What can we do it? Well, way have a way of dealing with people who fall below the minimum standards. You have a incentive scheme in your firm. I sure we have one in ours. It's called P 45 and I never use the threat of a P 45 as we're getting people to shape up. But I will say is this is the contract. We want you to complete your side of the deal. We'll do our side of the deal, pay you. If you choose not to do your side off the contract, then please let us know that's your choice. Of course, on then that will have a sect of outcomes. So it's a bit like me. As a referee, I would take the players. I've got a yellow card in the red card in my pocket, and you must tell May whether they remain there by your behavior on your language on the pitch. If you choose not to follow my instructions, refereeing the game, that's your choice on If you choose to be abusive, that again is your choice, and it leads to set of circumstances. It's never my choice. You must tell me what choices you give. May don't say. Use that very often with grievance situations or they don't occur very often fortunate, but essentially to say, this is the rules. Let's see how you get on following the contract. What about the rest off, then? Well, of course, you would probably agree that the bottom 10% calls. That's where you need to keep your eye to make sure that they are not malingering. They're not falling off the end that they're not compromising things too much, because what do you want to happen to? 70%? Do you want to be dragged down to Oh well, he gets away, will you? Why bother? Or she's always late. Why do I turn up on time? That could be a bad apple that affects the rest off the barrel. What you do with the top group? Well, we need to metaphorically love them because which are three groups of people are most likely to be able to get up about a new job. Well, the high performers clear ones more like to get a new job. So what are you doing with your staff retention? What about the middle group? 70%. You know, they're the question marks all they're getting dragged down suggested. Or are they saying, hey, I want to be engaged like them on If you improve the performance off the bottom temper said by a little bit, you won't achieve very much. It'll, uh, you're just keep multiple blind. You the top 20% off, doing the very best they can but improve the 70% by a little bit on Wow, Are we getting some changes? So in many, many firms, I see that there's a reward system, basically is if you're heading and targets in Europe, the top, you get very little apart from a continued employment. But if you go to the bottom, then this happens. So you haven't reward system between zero and punishment. At that level, you get fired. So that for May isn't particularly helpful, is it? So what? We need video with a door slamming shut and hope, you know, wearing earphones should have warned you that with the doors slamming shut when people are thrown out is not a particularly good reward system. What we need to do is to look at engagement of our staff engagement of the majority and raised the bar a little bit. And that's exactly why I want to look a good recruitment good on boarding. So the people who come in, no matter what constitutes being those at the top end. And then you'll have something that's called regretted on non regretted staff turnover the bottom 10%. If they left of their own volition, then you wouldn't regret that. But, my goodness, won't you regret losing your top performers, so starved for attention will be an important issue on will explore how we can keep them without tying them up in red tape. I think most employers would agree that holding onto your best staff is absolutely fundamental. There's number things that we need to look at under these heading off, starve for attention on their on screen for health of staff. And I think it's very good thing today in the Uh huh 2018 when this is originally recorded that Sir today was looking a lot more mental health in the workplace and so forth. So we mentioned briefly family policies from point of view. Women return us, but also things like bullying come up. It's because of this, but I myself got very much involved in, um, staff engagement to look at those things because it returned to the little societies. Report on the profession on this goes back just a couple of years, they said in their study, 3/5 to 2% of respondents are satisfied or very satisfied in their role on the respondents. Of course, being solicitors in the whales now you might like about Well, that's all right. Good. But then my mind looks at that and says, What about two fits because 2/5 would be dissatisfied or very dissatisfied. That's right. 38% of your staff are not satisfied. What's the consequence of that? Well, what they said and I'm quoting from the report, which you can download from the law Society's site. A lack of engagement with the strategic direction is a key driver off employees departure the strategic direction. We talked about this from the complete leadership when your own boarding people, we have talked about it from the point of your recruitment. So where you going is of course, very, very important element off the whole thing. I think that's one area that firms can work quite closely with to make sure that they retain. I know from running my workshops with legal aid agency People with Data Law Program that the degree to which people within the legal aid agency sector are actually maybe dissatisfied with all sorts of things under the heading off legal aid, but are in fact very satisfied with the sense of purpose, the strategic direction, doing the work they do a very satisfying couldn't Teoh man and woman by and large, saying that they would really feel comfortable doing anything else in your That's really what they signed up for when they started study subject, which I think very good, because they are of course, helping the most vulnerable in our society. Law Society also said the millennial mobility which is people born in the late eighties onward. So then else in the twenties and thirties. Millennium abilities Merging risk for employers, says the law society. 1/3 35% 25 34 year old say they're like to change jobs in the next 12 months. So what are we gonna do about that? Well, I think that's really quite quite interesting, I think is an employer off people in law. Then I think it beholding to think about what we can do to improve that. Okay, this is talking about many managing your support staff. Is that the same with support staff? Is that the same? What's going on? So we can see these key issues that there is an undercurrent here off dissatisfaction, you know, 38% not satisfied. That's the fee earning staff 35% off. The younger members of staff alike changed jobs in the next 12 months. The fallout from this, apart from your fear is going is a certain degree off dissatisfaction, possibly amongst the support stuff, because they think, well, if they're going well, that keeps changing, new ones come in and all that will change Nebula exchange and they therefore then maybe some sorts off knock on effect to other staffers. Well, they feel uncertain with amount of changes in staff, numbers on faces and so forth may cause of it. It's a except, of course, those who feel they wouldn't get a job anywhere else. And they just sit there in court and get on with it without really being particularly good performance. Possibly you may have that as an issue. So I think these things do bring up question marks over your head about what's going on in your firm. So how do we work how we can retain people within the firm? There's a lots and lots of different thoughts and ideas, partly the psychological contract partner. Other things as well, quite a long list of things that we can look at. I think the first thing you do is to make sure that we are paying the sort of salaries that matches what other firms in your region are also doing for similar sorts of works, that people aren't going because of a slight money elsewhere. Money you see, is not a motivator. It may feel like people would if they won the lottery wouldn't go to work. But I do know that those I met them in working for law firms, they have won the lottery. They have left their employment on. Four months later, they come back and said, You know, I really like my job back because it gave me so much more than money. Don't worry about the money I get. But I do want the camaraderie, the interaction, the type of work, intellectual challenge, the sense of achievement, advancement, work and all that sort of thing. I have looked at the choice benefits onder. They sort of variety because not everybody wants exactly the same thing. Some might want salary increase. Some might want more pension payments. Some might want childcare vouchers. Some might want to have more holiday. Some would like to take career breaks and sabbaticals, and so on and so forth. If you can look at the benefits package and see whether it's an opportunity to change those things, look atyour recruitment process. I your recruiting the right people to your firm's Web pages reflect. We've talked about point to think about recruitment area on. Make sure that you are creating the the environment you've got right from beginning. Of course. What about the induction procedure? The learning and development on offer? Are people moving for better learning and development to or are they getting learning development but then not able to use that within their firm? In some way or another, we need to look at those areas about who does what. Work job design, job descriptions, J. D on job evaluation processes, job evaluations where you evaluate what the benchmark for salary should be for that job and whether or not you can, uh, look a enhancements and improvements by changing the job to give a high value job and therefore more rewards associating with it. Um, and many, many people prefer the opportunity for more flexible working practices on that doesn't mean to say, working from home but flex working, starting earlier, finishing earlier. I know for many years I had a very, very good secretary. Christie, if you're up there high. She used to start 18 morning 19 to start around nine, but she finished earlier because husbands picking her up on her on his way home on uh, I worked later in the evening and very off. That was very good because things I after the post after four o'clock when she went home, I could do a lot sorts of things to leave for her. And when I came in, it was ready to pick up the next morning. So really worked extremely well. We got a good dynamic going on there. Look at the equal opportunities policies to make sure that you're handling those things in the right way. I think that's very important to on that you get creating opportunities for a good mix in the right mix off people in the workforce. Look at your career progression. One of the great measures of performance is the degree to which staff are elevated to new positions. So if you've got your A supervisor, three or four people in your department and you're looking for the next debt up, have you made opportunity for people to step into your shoes as you move up and old in your particular approach with business. And so there's a good, uh, yeah thing from a point of view that Senior Secretary leaves. Well, come on, Have you got something else who is willing to step up to that because they've gone through that opportunity, not necessarily suggesting that people should be trained up and then wait to fill dead man or woman shoes. But you can see where this becomes quite important on let's face it, and I've run programs for data low under this heading. It's a look a client care to look at the role of paralegals on, but I've met some extremely good qualified people called conveyances or Lex L. Attainments and people have come in and they've done, you know, they were started, offers copy typing. And then they progressed in particular ways. In my experience, I've had people come in who have been keyboard, essentially doing a bit of copy typing. And then they end up designing their own Web pages and having their own clients and bidding their time out. Yeah, faith. So look at those things because there is opportunity throughout the the world of work. Four pro progression so forth on. Don't forget that if you want to bring star form, then look at the training of managers and supervisors Data law. I've got a good portfolio, I know, because I put in there off programs for managers managing Fiona's supervisors and so forth, and I think that is well worth looking for. Then think about engagement on engagement is really what it's all about. Engagement has to do very much with getting the right people on board. So let's think about engagement retention issues. I mentioned these briefly, but look at these things. A just question. What's happening in your firm? What's happening with health policies? I see some firms are getting fitness advisors coming in and running lunchtime sessions on so forth for health and well being. I did work with some larger organizations on they had a not a gym session, but a fitness session of sorts that ever, for the right people, right ways so that they felt that the firm was investing in their well being. Yes, it could be that you got Jim down the road, in which case you could look for subsidized gym membership or sponsorship of it, or something like that, so that people feel that I've got the opportunity to go to the gym first before coming into work or after work. That sort of thing well worth doing, uh, why not organize within your firm fund raising initiatives, you know, going sieving walk a kilometer for breast cancer charities or something like that. Get the get the support staff involved in those sorts of things. It's very good for staff morale. It's very good. Raised funds for an essential A very worthwhile caused gives a bit of a story in a buzz. So health policies don't have to be big complex. There can be put together very easily, and you'll find some support stuff very keen to organize those sorts of things so that after work, there will be particularly some months on those one or two days with warm enough that there is a a walk around the town to keep places or something like that. Speak of something to do. I know a lot of people got Russia for family matters, but again, mixing those up can be very useful mental health. I did mention very important there. Look at stress management strategies. Somebody was talking at a black tie event. I was that recently that the degree of stress and alcoholism amongst the profession is actually quite high. There was debate, whether it's the medical, professional or veterinary professional, the legal profession or what have you just aware the stress. Waas. I know that some jobs can be extremely stressful taking aboard Lee tougher lines for clients that they've got themselves in for. So look up, those look at what do they? As an employer, you have an obligation to deal with stress management. Look a workload. Look how it's being shared out on just having battery hen sitting there with hundreds of clients and hundreds of caseloads may not be necessary. Going to have the rights of outcomes in the longer term. Look what the management issues or managing people well, environmental issues in terms of the office environment. I mean, I've seen people in a windowless room 16 off, um, in four rows four or looking at the wall on the wonder why there's absenteeism and seemed to be escalating. Uh, I think maybe there's something going on here. Look at the situation where this conflict and I've seen this with Junior Fiona's but again support staff may work for more than one person, and then Peter says, I want you to do this and she says, it's a she. Of course. Well, I can't do that because Paul said I should do that. Well, that's not my problem. I want you to do this for me. But that is not appropriate behavior to not pick up the issue. If you were one of the two more senior people to get together and agree what the outcome should be just for being it off on a junior member staff is bad management. Of course it is. But it actually constitutes harassment on putting in the work place. Ha. So you have a moral as well as a legal responsibility to sort those role conflicts out and then make sure the people get the appropriate rewards on the rewards of many and varied. There are plenty of rewards. Um, that one could look at four support stuff on, uh, but we found when it came to looking. End of year has particularly year, one year. And we said, Okay, what should we do the end of the year when people putting data in for market research client research and that's what we're going to do for a reward we could do? Go to the vast E match. You have a nice lunch out. We got a nice dinner out lunch book, but that means is to go to the line. France. We could go and have a dinner in one of the hotels in the city near to us. To do that. We have a Christmas hamper. We could, you know, all the various bits and pieces. But at the end of the day, people said the reward that they want it was a bit more time off because these were individuals, quite junior. And they said, Well, if I get an extra a bit in the pay packet 100 quid, it'll hit my account. It'll hit the credit card. I won't see. It won't be anything coming back for me to be nice to have. But there's something that rewards me directly. So look, a effort. Rewards. Make sure you get the balance right? The family policies I have said many times I don't mind. They thought about flexible working people working from home, But I do respect tremendously. That work is working home his home for many people, and I, for one, do not like working from home. This is my office behind the green screen on, uh, happen to come in over. The weekend was nice and quiet. Not a problem taking time off during the week. I'm quite comfortable with that. But family friendly policies become very, very important. Attention on look at the issues about burning in the workplace is very, very important to a whole course off pulling workplace now avoid it. Just make sure you are there when it comes down to the end of the day. Looking at the retention issues is finding out where your staff are not physically in location wise, but when they are mentally in terms of approach to work and how we think about things as a business. Dear W. We have run client surveys on staff surveys in the past, and they can be very expensive. I can give good indicators to management what to do with it. But my experience of having given people the the answers to the question Where are the staff now on? How did they buy into what we're trying to do? Management's not been able to make the changes that they need. So here are three questions I'd like to put to you on staff engagement. How do you systematically measure and how do you improve the engagement levels off your people? Question Mom. Secondly, what are the biggest issues in your firm right now that would improve greater engagement. Is it understanding a sense of purpose beyond making a lot of money for people down the corridor? Maybe one of the questions is that people feel as if they got somewhere to go themselves, not just the firm where it's headed, but whether they themselves are I have somewhere to go in there. Career people invest a lot of time in their work as to where they're going. I wonder whether or not they're going to be part off. That support staff particularly may feel, well, the firm's moving direction. I don't know about this. I'm not getting training in there. I don't know what we're doing. I can't understand what's going on and they are feeling a bit shaky. The good ones will look somewhere else and the others will go sort of rabbit in the headlights a bit frozen. Maybe the issues have to do with other matters as well. So highly engaged business units end up with an increased employer attention retaining more people, 5% increasing employee retention, 41% reduction in absenteeism on and increased productivity. So if you take increase productivity of your poll in terms of dealing with staff, dealing with clients, retaining good standards, off service parameters that you have. If you've got 20 or more staff and you would like to see a demonstration so you can decide if you like a free report on your staff, then certainly get more value before investing further. Then, of course, you might want to do that. I know we're talking about support staff, but they're very, very important. But if their support style for their supporting your fielders and you have 25 years, here's my calculator. 20 fi owners on they are working at, Let's say, £100 on our legal aid. We less than that private client work. Commercial work would be a lot more than that, But multiply your 2500 which is another hour per person. Do that 45 weeks of the year throughout the year. That will yield another £90,000 if I tell you cost you less than 20 pence per person per day to find out where we are and you get an extra hour per week per person as a consequence of better engagement by having good support staff supporting your Fiona's. Then if you find that you are brave enough to a ask a question, where are they now in terms of the staff and secondly, willing to do something about it, then that may be something you'll find interesting. Get in touch if that's going to do. If you there is interview that I had with Stephan, Vice and Bark, that's on pages 18 and 19 talking about it there on, then. If you look at the Best Workplaces report that came out in April 2000 and 18 they were talking about the top five workplace challenges today, or one of them is engagement on research shows. Its underlying bottom right off the article is that for every 1% increase in engagement, there's a return on investment. So one more hour per fear because they got good support from support staff, allowing them another six minutes in half a day. That is going to be 10 6 minute units in a week is one hour per person per week. On your got 20 people, you'll get a return of £90,000. Of these figures of 75 to a 1,000,000 are not beyond the realms off possibility. That's all about engagement. By the way, you don't have to. Rick pause the filming. If you didn't want to, because that article on staff engagement you'll find on Page 21 that's it. Staff engagement. Lots of things you can do for yourself, your bigger entity. I want to get on online version of doing that. Then please get in touch because getting your staff engage or return so much more benefit beyond the financial one will have a much, much more happier contended environment for work. Well, that stuff engagement. So let's move it on on. Have a look at the next section, which are called The Market Factors, which has to do with the degree to which people are motivated, your support staff, the degree to which your support staff are able to do their job and its many multiple factors affecting their ability to do the job. And then, thirdly, the C is for confidence the confidence to take on board the initiative. Let's have a look at that
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