All projects are complex, and there are many facets of a project that add up to its success or failure.

If a project is considered a success, everyone shares in the celebration.  If a project is deemed a failure, fingers are pointed and multiple sources may be blamed.  No one wants a failed project, therefore the expectations for outcomes need to be set at the beginning of the project, then everyone needs to focus on making sure that happens.

Leadership is of the utmost importance when it comes to preparation for a successful project. It’s the job of leadership to announce and communicate the changes that the firm is undertaking. When people are informed and understand what is coming, they fall into several categories: eager for the change, need to know more to determine how the change will affect them, or resistant to the change.  All employees look up to their leaders and take direction from them, so it isn’t enough to pass the responsibility on to a manager who has limited scope; visibility and communication from the top level always packs more of a punch. Each person in charge of significant project milestones will be focused on their part, and not so much on the overall picture, and someone at a top level should be focused on this.

Communication from all levels must begin as soon as decisions are made, as it always takes time for project development and eventual implementation.  Leadership communication happens early and at certain phases throughout the project. Additional communication will come from Office Management, HR, IT, Training and anyone else who has a role in the project outcome. These communications can also be spaced over a period of months prior to the project, during the project and afterwards, to keep everyone abreast of progress, phases, accomplishments, benefits, and to provide direction as well as feedback.

Training is highly important for a few reasons: A) if your project is rolling out new software then everyone needs to know how to use it. B) if your project is an office move, people need directions and building specifics, C) if your project is a merger, people need to understand the reorganization, etc. Everyone appreciates guidance and to know who to contact if they have questions.

Managing resistance is often a stumbling block for project success.  Some people simply don’t like change, and they either ignore the communication, or they object to the change. Knowing who might have a more difficult time with the change is something that should be discovered early on. These employees need extra attention to help them understand the impact of the change, and the risk of not changing. Some people may be more impacted by a change and early conversations allow people to better prepare.

The more effort put into managing the change, the better chance you have of success.

The new employee onboarding process covers a variety of tasks that help new employees become acclimated to their work environment and the firm culture. A well-structured onboarding plan can acquaint the new hire with various key employees at the firm and provide a positive and supportive experience that helps your employee integrate and become a proficient member of the team; it equips them with the information they need to feel welcome, productive, and successful.

Technology training is a critical component in familiarizing new employees not only with the firm’s applications and systems, but also procedures, rules, protocols, and production methods. The amount of training needed is often underestimated for various reasons:

• Time – Time allotted is often a factor in orientation, and the time spent on training can eliminate hours of frustration down the road.
• Value – Proper instruction is not only necessary to ensure that new employees adapt to the firm’s environment but also to help them feel productive early on.

How much training is needed?  During the first month of employment, new employees are bombarded with information that can limit their ability to adequately take in and remember everything.  Additionally, they may not need to use certain applications for which they have received training, in which case, initial training can be informative from an awareness standpoint, yet not have relevance until the individual needs to use it, at which time they may need a refresher. Employees who may have used similar software at previous jobs will benefit from training because they need to lose old habits and develop new processes. Not only is education important for an employee to be productive, but having well-informed employees helps the firm achieve the ROI desired with the firm’s technology systems.

How should training be scheduled?  The age-old question is “How much training does the employee need?” What training should be conducted in the first week of employment? Should it happen all-at-once, in a consecutive series of half days or full days, or spoon-fed over a period of weeks? Training provided in the early days of employment is most helpful to familiarize the new hire with the firm’s system components, but anything deeper than “what they need to know to get started” is usually not absorbed in a valuable way. When training is spread over a series of weeks or months with several encounters with the same trainer, this can help a new employee retain what they are learning and gain a better idea of what tools they will need to utilize regularly. 

A new employee’s skill level.  A new hire may think they know how to use a software if they have encountered it at another firm, at school, or on their home computer.  More than not, firms differ in the way they use applications, and new hires won’t be familiar with the firm’s processes.  For instance, many firms have the same document management system, yet they can be set up differently, and most firms have proprietary procedures as well as a combination of different applications and tools. Teaching new employees about the “Firm’s way” of using applications can be eye-opening.  Many firms have custom templates or macro add-ins, as well as integration with third-party apps, and security procedures for which a new employee needs instruction.

For example, Microsoft Office applications are common applications that many people have used for one reason or another.  However, Microsoft Word is NOT used the same by every person, or every firm. Some legal staff are particular about document production practices, insisting on proper styling, document naming conventions, as well as DMS filing practices.  Nothing is more frustrating for an advanced team of legal assistants who have painstakingly coordinated processes when new users don’t follow those protocols; this causes extra work for others.  Those who have used Microsoft Word on their personal computer, or “out-of-the-box,” may not have exposure to advanced document formatting, or even be aware of the complexities of Word styles, paragraph and page formatting, but most firms have put thought into this.  Firms are smart to employ the use of templates with firm branding to expedite document production.  Additionally, firms have procedures for saving and distributing electronic documents, as well as the use of tools such as AI.  Security protocols are in place for a reason, and everyone needs to comply.  ALL of this requires some form of training.

Education Partners Plus is much more than a training company; as part of our Tech-Smart training programs, we assist law firms with transitions, both administrative and technological. EPP consultants have many years of combined experience both in-house at law firms and functioning as independent contractors.  We handle outsourcing tasks for many of our clients. EPP can help your firm get organized to ensure onboarding is a positive experience for your newest team members.  There is nothing better than a cheerful, helpful consultant to impart insight and guide someone through the “getting acquainted” process.  Our consultants collaborate with your administrative teams, including Human Resources, Information Technology, and executive leadership to provide support services that reflect the firm’s values. Our training programs are mostly conducted remotely, but we are available for onsite visits.