Peer to Peer Magazine

Winter 2016

The quarterly publication of the International Legal Technology Association

Issue link: http://epubs.iltanet.org/i/765798

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36 PEER TO PEER: THE QUARTERLY MAGAZINE OF ILTA | WINTER 2016 Achieving Technological Competence Achieving Technological Competence CASE STUDIES But who decides the meaning of "effective use"? Who tests and challenges existing technology proficiency? Who selects and certifies application competencies, and who is involved in this proficiency cycle to make sure it yields positive results? The Discussion During this year's ILTACON, I had the pleasure of moderating a session focused on aorney technology competence and the evolution from theory to reality. The panelists — including Tony Gerdes, Learning and Development Manager at Offit Kurman, P.A.; Robert Karwic, Director of IT Training at Orrick, Herrington & Sutcliffe LLP; and Virginio Basile, Vice President of Professional Services at Tikit North America — debated a variety of related topics. Here are some of the most intriguing session questions and panelist responses: What is the role of LTC4 and LTA in attorney technoloy competence? Robert and Tony: From the law firm perspective, both advocate that lawyers need to have technology competence. The difference is in how they get there. LTC4, the legal technology core competencies and certification coalition, sets a standard and offers certification to those who demonstrate they have the necessary skills. Currently, there are 10 core competencies, aka learning plans, spanning core workflows, processes and applications within the firm. The LTC4 membership ecosystem includes law firms, law schools, training and technology vendors, and, increasingly, law firm clients. The Legal Technology Assessment establishes how fluent legal professionals are with the basic technology tools of their trade: Word, Excel and PDFs. The LTA is both a benchmarked assessment and a training platform. Benchmarked results can be used for marketing, professional development, team assembly, onboarding, rate negotiation, invoice review, provider differentiation, etc. Primarily, however, results should be used to ensure that legal professionals are geing the training they need. We can all probably agree that the cost-efficient delivery of legal services requires effective use of the best technology available and that failure to have technology skills negatively affects the bottom line — the firm's and the client's. by Jobst Elster

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