This is one of the real minefield areas. The potential for problems in employment is huge and a claim in the Employment Tribunal can be enormously costly in terms of cost, management time and damaged reputation. I am constantly amazed by the inadequate HR policies and systems operated (or very often not operated!) by firms, in some cases even when there are employment law solicitors in the firm.

But first a general point. Find out what talents your staff have and use them. I am constantly amazed at what I find when I look for hidden talent in law offices. One secretary had very real web design experience, for example. She didn't want to do this for a living but was very happy to help. Knowing all the ins and outs of the business she could talk sensibly with the designers we considered, knew all the right questions to ask, and then ensured that that we paid the right price. She knew how long such work should take and I gained a very strong impression that designers too often "pull the wool" with clients, who rarely know how much or how little work goes into a website.

Her input was invaluable but the benefit did not end there. She clearly got a real buzz from being asked to contribute more than just her secretarial skills. She felt valued and appreciated, and you could see the lift in her mood as she went about the office. Such a move works both ways.

So, before you embark on your new programmes to build a better-run firm, keep in mind the amount of work involved. Surveys show that people to whom work is delegated respond very positively and enjoy the opportunity to take on more responsibility. Provided that they feel supported they will give you back lots of effort and also plenty of new ideas. Find out what talents you have among your teams and use them to the full. Few of us cannot find a few hours a week to tackle something new.

You will need this support and enlisting it is in fact a very positive move for everyone.

Before we can move on to managing your people, we need to understand what the business needs. A list of all the jobs in your firm, covering the functions needed plus the personal qualities required, will be enormously valuable. It allows you to see clearly just what you are looking for from each person you employ and will also make recruitment very straightforward as you will have a specification that has been thought through carefully in advance, not drawn up in a hurry in the middle of a phone call to a recruitment agency when you are in a panic at losing a valuable secretary and you have a client waiting!

This set of specifications will provide:
1) A detailed set of requirements to provide each part of your firm with the input and service it requires in skills and experience, and in qualifications if appropriate.
2) Details of to whom this person reports (it may not be just one person) and who they are responsible for. A "family tree" will often deal with this effectively.
3) The service levels they are expected to provide
4) A "person specification" covering the personality types you are looking for.

Now, please look at the following sub-pages for more on sound HR systems.

Never forget three golden rules:

1) Good employers get good staff and so run good businesses. The opposite is just as true. The effort needed to do it right will be well rewarded.

2) When deciding on pay levels, focus on the value that an individual creates for the firm. Don't ever lose a big-billing fee earner for want of a couple of thousand pounds more than what you believe is the going rate. They may be worth every penny and losing them could be far more costly.

3) Give pay awards before they are asked for. It feels far better for the employee.

Hire the best. Pay them fairly. Communicate frequently. Provide challenges and rewards. Believe in them. Get out of their way and they'll knock your socks off.
  Mary Ann Alison