You know the secret of the top training organization for 2014? Certification.
Training Magazine credits Jiffy Lube's aligned and focused approach to training resulted in a 900 percent increase in the number of stores at 100 percent certification, a reduction in turnover, and a 93 percent approval rating by franchisees.
Technicians must earn a certification to perform a service and over 148,000 certificates were received in 2012. In the last 3 years, certification levels have gone up in all 10 categories, and the total hours of training have more than doubled. Today, 89% of all stores have a certification level higher than 80%. A recent analysis revealed that 41% of all stores are at the 100% certification level, and those stores have an average sale that is 9% higher than other Jiffy Lube's.
Bottom line? Certifications make a difference to the bottom line.
How are law firms using certifications to increase productivity, improve customer service, and ? Like they do nearly everything else. Slowly, but inevitably.
This post will take a look at two certification programs in place at law firms, what's driving firms towards certifications, and some suggestions for a successful implementation.
Squire Patton Boggs has started with a certification based on their new document management system. The training staff mapped the core competencies of managing documents and emails and designed a virtual program in line with the internationally known Legal Technology Core Competencies Certification Coalition. They looked at deficiencies in current use and geared the training plan around bridging gaps.
SPB took great care when launching the program to evaluate key metrics they would measure their success. And the results look promising, so far.
The firm's next certification effort will focus on time and billing.
Keesel, Young, and Logan started their initiative back in 2008. The firm saw the money going towards training as an important investment, returning dividends in excellent customer service. The entire firm gathered together to provide input on the company's current training practices. That meeting birthed, "KYL Keeps You Learning," winner of ILTA Distinguished Peer Award in 2011.
The firm sold the plan to its members with conviction, as crucial to the survival of the firm. The organization had faced technical challenges before: the transition to mag cards, the move to computers, opening the Windows. They would get through this next step, together. They would need to.
To paraphrase a senior partner, "Understanding technology doesn't make you a super lawyer or a techie lawyer. Today, it just means you’re a lawyer."
Recognition of the changing roles of all of us at law firms drives the movement to certify competency. The technical proficiency of a lawyer or assistant differs considerably from what the practice required ten, even five years ago. The expectations of clients have changed right along with them.
Certifications provide a method for lawyers and staff to grow their skills and show off their progress. Offered different vectors for learning and testing, the newly acquired abilities can serve to re-assure people of their continued relevance Certifications may provide much needed CLE's to fill new Bar Association rules. Certifications also track the development of uniform and transferable skills. When coupled with the recognition of an internationally recognized body like LTC4, these skills provide valuable currency in a job search.
Changing roles and technologies allow for law firms to deliver unprecedented levels of customer service, a level of service clients are coming to expect. The Legal Technology Audit looks to set baseline of customer expectations and use a firm's level of technical expertise as a negotiation tool. As firms look to differentiate themselves in a crowded marketplace, supporting a certified, technologically savvy team of lawyers and staff provides one more important factor of consideration.
A successful certification program requires an approach like any other product. Bringing on big stakeholders to champion the process early in the planning phase will help offset future political risks. Treating the program like a project means predicting and anticipating potential pitfalls and risk. Cooking in meaningful metrics will ensure a clear understanding of the ROI.
Beyond standard project manage best practice, the implementation of a certificate program requires some special handling when it comes to personnel. It's not recommended to tie certificates to advancement, for example. Avoiding the term "evaluation" with lawyers is another helpful tip. However, tapping an attorney's competitive spirit does help progress the plan.
Planning a certification program means planning for the future. Skills require constant upscaling to support new technologies, processes, and deliver on ever increasing client demands. Building a program means more than just writing a series of tests. It means thinking about, making time to update and deliver, that same test in three years.
Law firms might not be able use sales at the point of purchase to evaluate the effect of a certification program, but the curriculum in place have led to measurable improvements in technology adoption, employee and customer satisfaction. It's time for firms to look at implementing certification, in advance of clients asking for them.
What's been your experience with certification programs? Share your story.
Many thanks to Rachel Baiden of Squire, Sanders, Boggs; Robert Karwic of Orrick, Herrington & Sutcliffe LLP; and Justin Hectus of Keesel, Young, and Logan for sharing their thoughts and success stories of internal certifications.