Squire Patton Boggs undertook a firm-wide project to migrate their US offices from eDocs DM 5 to iManage 9 with Universal Search and upgrade the other offices which already used iManage. With over 1,000 lawyers and staff in 44 Offices located in 21 countries, the firm took advantage of this upgrade to train all users to be proficient in the new software and also to instill document management best practices. Rather than the traditional classroom methods, Squire utilized a virtual training classroom. All training to all users was conducted using a Cisco WebEx virtual training environment with break-out labs so that individuals could undertake hands-on practice assignments. This training format provided a number of distinct advantages:
- Preparatory on-line learning to bring users up to speed before the virtual sessions
- Hands-on practice during training for all users in offices large and small
- A smaller group of trainers meant for more standardized training
- Reduced training set-up demands on local IT resources
- Better data gathering and reporting on training sessions
- Reduced travel expenses
The firm also took the opportunity to LTC4 certify their users and was able to LTC4 certify 250 lawyers in the Managing Documents and Emails workflow.
“All of our efforts to improve skills help us to provide even more value to our clients” – Downs Rachlin IT Director
The firm was aware that attorney technology skills had become a hot topic with their clients and throughout the legal community. The firm recognized the need to show the firm’s commitment to innovation through the use of technology. With the support of the Managing Partner and Practice Group representatives the firm introduced its “Step it up” program and engaged Capensys to provide training tools which would allow the firm’s staff and attorneys to access the training, tutorials and KnowledgeChecks which would lead them to the required skill levels. The firm decided to introduce 2 levels of competence – Level 1 being competencies which were common to all users and Level 2 those which were aligned to jobs and roles. Using monthly incentives the firm saw a very high level of participation – 100% of staff and paralegal and 80% of associates have now completed Level 1. The firm also uses the program for new hire training ensuring that all new staff are well prepared before they join. Future plans include the introduction of Capensys’ latest tool “LiA” (Learning in Action) which measures multiple methods of accomplishing tasks in the firm’s own live applications and also working towards LTC4 Certification.
“By incorporating the LTC4 core competencies in our up-skilling program, we ensured that we were training our users to be proficient in the areas that not only benefit the firm by increasing efficiency, but will ultimately better serve our clients and provide us with a competitive advantage. – Offit Software Trainer / LTC4 Steering Committee Member
As a Legal Technology Core Competencies Certification Coalition (LTC4) member the firm was mindful that their up-skilling program would provide them the opportunity to train users to the LTC4 skills and certify their users. During the up-skilling program Offit Kurman users were awarded certification in the LTC4 Managing Documents and Emails, Time and Billing and Security learning plans. The firm also saw a marked improved in the percentage of new hires who felt proficient with the firm software in the first 1-3 weeks. Prior to the up-skilling program the percentage was 68%, that number has now increased to 85%. “By ensuring that the training we offer fulfills the LTC4 core competencies, we make our Offit Kurman upskilling program synonymous with the LTC4 program. When people become certified in Managing Documents and Emails they are also achieving LTC4 Certification,” says the firm’s IT trainer. Offit Kurman uses the Capensys LMS, online learning and KnowledgeChecks to deliver certification. Future plans including the LiA (Learning in Action) tool to measure skills across live applications.
“FWIW, personally I actually rather enjoyed this. I thought the content was well presented. And I have used several of the tricks I learned.”
“I second those comments. In fact, I plan to run the exercise again a few more times, as I came across a number of useful things I did not know, and by now I have forgotten.” – Satisfied Schwabe Attorneys
Schwabe wished to implement a firm-wide training program for attorneys and staff focused on competency based performance standards, evaluation and ongoing training that would have a meaningful impact on firm morale, productivity and profitability. The program offered the opportunity to become LTC4 certified in various workflow based core competencies which were relevant to how users work. They knew that an attorney up-skilling program based on LTC4 would provide them with an industry standard of legal IT core competencies, a benchmark for them to achieve — a benchmark formulated by the industry, not just the attorney’s firm or IT training department. There were multiple objectives and expected outcomes for implementing a certification program at the firm:
- Attorney and Staff Performance: This initiative allowed us to support attorneys and staff to improve skills, gain efficiency in all tasks, and to measure baseline skills and continuous performance improvement using industry standards.
- Staff Ratios: Better skills and greater efficiency result in higher productivity, therefore improving our attorney to staff ratio, resulting in reduced overhead.
- IT Department Client Service: We achieved a reduction in Help Desk Calls which meant that Help Desk staff could serve clients more proactively.
- ROI: We produced Efficiency Dashboard reports with calculated ROI which were provided to the Board on a predetermined schedule.
- Improved skills
- Improved efficiency/productivity
- Improved quality of work product
- Provided objective measurements for performance evaluation
- Reduced calls to the Help Desk
- Improved staff ratios
- Elevated attorney satisfaction with staff
- Improved employee satisfaction and retention
Partial Client List
Baird Holm LLP
Baker Hostetler LLP
Berger Singerman LLP
Bird & Bird
Bulkley Richardson and Gelinas LLP
Butler Snow LLP
Capell & Howard P.C.
Charles Russell Speechlys LLP
Clyde & Co.
Cole Schotz P.C.
Costello, Shea & Gaffney LLP.
Dannis Woliver Kelley
Day Pitney LLP
Downs Rachlin & Martin PLLC
Epstein Becker & Green
Faber Daeufer & Itrato PC
Gordon & Rees LLP
Hanson Bridgett LLP
Hinshaw & Culbertson LLP
Hoffman & Baron, LLP
Holland & Knight LLP
Jeffer Mangels Butler & Mitchell LLP
JP Morgan Chase
Kaye Scholer LLP
Keesal Young & Logan
Kramer Levin Naftalis & Frankel LLP
Langrock Sperry & Wool LLP
Legal Service NYC
Lewis Brisbois Bisgaard & Smith LLP
Littler Mendelson P.C.
Manatt, Phelps & Phillips LLP
McGuire Woods LLP
McKenzie Lake Lawyers LLP
Miller Thomson LLP
Nixon & Vanderhye PC
Norton Rose Fulbright
NY Legal Aid Society
Offit Kurman P.A.
Ogletree Deakins Nash
Smoak & Stewart P.C.
Osler Hoskin & Harcourt LLP
Partridge Snow & Hahn LLP
Robinson Bradshaw & Hinson P.A.
Schwabe Williamson & Wyatt
Shearman & Sterling LLP
Sirote & Permutt P.C
Spiegel Sohmer Inc.
Squire Patton Boggs
Stephenson Harwood LLP
Stoel Rives LLP
Sugar Felsenthal Grais & Hammer LLP
Sutherland Asbill & Brennan LLP
University of Missouri Kansas City
White & Case LLP
Whiteman Osterman & Hanna LLP
Young Basile Hanlon & MacFarlane P.C.