Peer to Peer Magazine

PEER TO PEER: THE QUARTERLY MAGA ZINE OF ILTA 66 Current models move beyond traditional attempts to describe competency in terms of skills to also include the specific self-image, values, traits and motive dispositions that consistently distinguish outstanding performance in a given job or role. True performance improvement — an improvement that can be measured and repeated — requires the development of technology skills and these behavioral competencies. Job skills are not the same as job competencies. The rapid and unpredictable nature of technology means job skills are continuously changing. However, job competencies include the related knowledge, abilities and behaviors which characterize outstanding performers. More than technical skills, the complete description of an outstanding support professional also includes competencies such as reliability, initiative, efficiency, discretion, flexibility, tact, collaboration and patience. These competencies, in addition to technical skills, should be considered when employment decisions are made. Firms that tend to hire, train or promote solely on the basis of technical skills, might experience an increase in performance-related issues. This is even more critical as we replace our veteran professionals with Millennials. More than any previous generation, Millennials embrace technology as an integral part not only of work, but of everyday life. Given appropriate training techniques, Millennials quickly grasp new technologies. It is in the area of competencies that Millennials present not only challenges, but also tremendous opportunities to improve overall productivity and client service levels. Consider competencies like initiative and collaboration. Most Millennials were raised under heavy supervision. This generation didn't grow up in a world where kids left the house on their bikes and returned just in time for dinner. They were driven to soccer practices, music lessons and play dates, and most summer days were spent at a carefully selected camp. Their early (and continuously supervised) exposure to team sports has made them the best team players and collaborators in generations. Conversely, Millennials may require additional development in the area of initiative. When developing a talent development strategy, the consideration of competencies above and beyond technology skills is the best way to identity, develop and retain outstanding talent not only today, but for the law firm of tomorrow. The Need for Skills AND Competencies by Joe Buser of Traveling Coaches, Inc. One of the most common pitfalls firms stumble upon when creating a competency model is they focus too much on job descriptions and not enough on behaviors. CROSSING THE CHASM LEARNING TO LOVE IT For law firms and in-house counsel, learning to love IT could be the biggest and most difficult emotional shi asked of them over the next decade. This might also be the change for which leaders are least well prepared. Commercial experience, business skills and legal expertise will always be important. However, a deep and continuously updated understanding of the capabilities and potential of IT is emerging as a core priority. These insights are critical when determining how to respond to client demands, competitor actions, regulatory changes and the needs of new generations of "born digital'" attorneys. Leaders must understand the investment in management, staff skills, IT systems and infrastructure required to maximize the strategic value and impact of technology. The message is clear — IT is vital to helping firms address increasingly sophisticated, rapidly evolving and complex customer and staff demands and to innovating in pursuit of competitive advantage. Given the transformational impact IT could have on the legal sector, a set of strategic imperatives emerge at three levels for IT management: • Strategic: establishing a close alignment with the business, developing a highly strategic approach to management of IT and building a radar / sense-making function to spot and evaluate potentially disruptive developments coming over the horizon. • Value-Adding: providing a strong focus on enabling innovation, value creation, communication, collaboration and greater employee mobility. • Operational: evolving an appropriate IT staff profile to support a more strategic role; helping deliver cost and efficiency gains across the practice; learning to master data and knowledge; strategic management of external partners; and ensuring a flexible technology infrastructure. learn more about the study and download the full report at www.iltanet.org/LTFH

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