Competency Development

Law firms began considering competency-based performance models in the mid-1990s. Based on their common use and perceived success in corporate work environments, law firms turned to this approach to performance management.

Shannon & Manch consultants have been on the leading edge of the competency movement in law firms. We offer both expertise and experience in assessing firm readiness for a move to a competency model, assistance in designing the appropriate competency-based performance framework, and support in integrating the model with other lawyer development processes in the firm such as assignment coordination, evaluations, and mentoring.

What Are Competency-Based Performance Models?

Competency-based performance management models in law firms generally include:

1) A defined set of performance criteria and definitions of “competence” for each

2) Benchmark points that denote increasing levels of mastery

3) A recruiting process designed to hire individuals likely to attain the firm’s competencies

4) Performance assessments that measure progress on the development of the competencies and readiness to move to the next level

5) Training and professional development supports that build skill sets related to competence

6) An advancement process that rewards mastery of the performance criteria.

Competency-Based Approach vs. Traditional Management Practices

Competency-based approaches differ from traditional law firm performance management practices in that they offer explicit definitions of performance criteria, describing “competence” or mastery for a core group of skills, behaviors, and personal qualities that are deemed necessary for success.

While every firm is different, reported and observed advantages of the successful implementation of a competency-based approach to performance management are as follows:

• Firms can identify a core set of performance factors critical to success and further refine those by practice area

• Associates and supervising lawyers have explicit definitions of what is expected

• Defined expectations will allow the Firm to target work assignment practices and training/developmental supports in ways likely to result in the development of the skill sets outlined within them

• Benchmarks provide associates with tools to set developmental goals
  

• Associates and supervisors can map progress using the competency definitions and benchmarks

• Those charged with making advancement decisions have an additional tool with which to assess the extent to which lawyers have achieved a level of mastery required for promotion