During the past five years or so, the legal profession has grasped the opportunity to link performance to skills and competencies within their people management and performance processes, with some major successes. This includes using competencies when selecting trainees, or assessment centres for partner selection, and including them in the performance appraisal process too.
Infrastructure and technology have become ever-more sophisticated and firms are better at setting out their service offerings in the market place. So what distinguishes one firm from another when providing identical legal services? The answer is the people.
