Whatever specific measurements are developed, they should (1) define the expected results; ( 2) measure
the current state; ( 3) set improvement goals; and ( 4) measure progress towards the goal.
How to Utilize Metrics
How to Align Competency and Performance Measures
Developing and Implementing Law Department Metrics that Work
Again we look to our case study law department for some potential metrics to measure progress toward work reallocation and to measure the impact of these changes.
Consumer complaints. Recall that the value calibration for our case study company revealed that the
individual lawyers initially placed considerable value on escalating consumer complaints, an area to which
department leadership assigned a lower value. One element of the action plan was to improve training
of the customer service department regarding how to deal with these complaints. To measure effort
toward that goal, the department could assess whether the training was actually being done, e.g., measuring how many training sessions were conducted per year, and how many or what proportion of the
customer service department received training. The impact measurement could assess the number of
escalating complaints or the number of matters requiring legal department involvement, beginning with
baseline numbers and over time measuring whether these numbers decreased toward targets.
Contracts. The contract group targeted reduced involvement of the legal department in lower risk
or lower dollar value claims. Effort metrics might address whether standard templates were developed
or updated for various types of contracts, or the amount of training provided to business-side personnel.
Impact measurements could assess the number of individual contracts requiring lawyer involvement,
beginning with a baseline and measuring progress over time toward the targeted numbers.
Following these steps – assessment of legal work and who is doing the work, prioritization of the work
according to its value to the company and allocation of work to align with those priorities, then systematically implementing the reallocation and measuring both the effort and impact over time – will allow a
law department to focus its internal efforts on work that is of true strategic value to the company and
to allocate other work in an efficient and cost-effective manner. As stated at the beginning of this Guide,
the process is a journey that takes time. The best results will be achieved with regular re-assessment and
measurement of progress as that journey progresses.