Working with other people: action plan for the new SRA regime

This is the second article of a two-part series,  which was first published in the September 2016 issue of PLC Magazine. It discusses the importance of mastering the Solicitors Regulation Authority’s new approach to “working with other people” competencies and explains a model for self-assessment.

Under the Solicitors Regulation Authority’s (SRA) new approach to continuing competence, from 1 November 2016 all solicitors will be required to plan their own learning and development activities in order to maintain or reach the necessary skill levels required to fulfil their professional roles to the standards expected (www.sra.org.uk/solicitors/cpd/tool-kit/continuing-competence-toolkit.page). This replaces the old system which required solicitors to complete a minimum number of continuing professional development (CPD) hours each year (see News brief “New CPD system: flexibility but at what cost? “).

The new regime requires each solicitor, as part of the practising certificate renewal exercise, to make an annual declaration that he has reflected on his practice and addressed any identified learning and development needs.

The first step is for solicitors to self-assess their competence to practise, identify what desired knowledge, skills and behaviour are relevant to their work and translate these into developmental goals (see Know how article “Working with other people: skills for the new SRA regime“). All in-house lawyers should aspire to be a little SMARTER, for this is the behaviour that enhances personal performance, team effectiveness and organisational impact.

Designing an action plan

Having established what developmental goals are necessary in order to meet the required standards, solicitors will then need to identify what support or action is required and allocate and prioritise time and resources to achieve these goals. This information should be recorded on a development plan, which may include the following:

• What actions need to be taken, and why.
• How important each action is in order of priority.
• When each action needs to be completed, for example in three, six or 12 months’ time.
• What specific activities will be necessary to complete each action.
• Whether any support or additional resources will be required.
• Whether there are any risks in implementing the actions.

The SRA has helpfully provided an example of a development plan template on its website (www.sra.org.uk/solicitors/cpd/tool-kit/resources/templates.page). However, there is no mandatory format. The implementation of these actions may include any one or more of the following:

• A mentor.
• A role model.
• Developmental reading and individual study.
• Training courses, workshops and webinars.
• Regular performance review meetings and informal feedback.
• Personal coaching.
• Self-driven modifications in behaviours in order to form new habits, although this requires commitment and practice.

Of course, employers should be aware that all of this self-reflection, insight and understanding may also inspire some solicitors to seek a change of work environment.

Record and evaluate

As under the old system, the new competency regime requires solicitors to keep a record of their learning and development activity. This record will help to demonstrate that appropriate steps have been taken to maintain competence and to provide a proper standard of service.

The SRA has not prescribed a specific approach, however, for each of the identified learning and development needs it may be useful to record:

• Key dates; that is, when the activity was started and completed.
• Details of the activity.
• How the activity relates to ensuring competence.
• What was learned from the activity.
• How these new skills or knowledge have been or will be used.
• Evaluation scale; that is, whether the activity was effective or the extent to which the identified development needs have been met.
• Any follow-up action required if the identified development needs have not been satisfied.

The SRA has also provided an example of a record template on its website (www.sra.org.uk/solicitors/cpd/tool-kit/resources/templates.page).

Practical tips

People skills are best learned in action through involvement, practice and experience. Identifying role models to aspire to, preferred behaviours to adopt, and daily affirmations or mantras to inspire and motivate are just some of the practical ways in which to grow self-confidence and build soft-skills competencies. Acting like a role model for others is another way of improving one’s own behaviour and choices, often without even realising.

In terms of developing skills to meet the effective communication and relationship building themes arising from the working with other people (competency C) framework, it is useful to plan activities to improve skills in areas such as active listening or assertiveness.

Workshops designed to play act scenarios, improvise situations, and replicate common workplace interactions by putting theory into practice and allowing participants to feel, react and respond for themselves, offer some of the more effective means of learning and retaining these new skills. Lawyers tend to be highly word smart and rely heavily on logic and reason. However, they need to become equally proficient at people skills and recognise and work with passion and emotion. It may well make the practice of law more satisfying for both lawyers and their clients.

A welcome change

The SRA’s new approach to continuing competency is a very welcome change. It recognises the need for a more well-rounded skill base than traditional technical legal practice and enables lawyers to take a more active role in their own development by focusing their efforts on the things that really matter for better performance in their individual role, having regard to the unique circumstances within their organisation.

It will also hopefully encourage solicitors to develop and hone a holistic set of skills, knowledge and behaviour to ensure that they remain the right person for their job and will be recognised, valued and rewarded accordingly. It is no longer about ticking the box on the magic minimum number of hours: rather, the new continuing competency regime requires planning, discipline, time, resolve and, above all, action.

The original publication can be found here

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