nop qualitative results

28/03/06GfK NOP Custom Research External Reference Team

External Reference TeamQualitative Findings

Presented to: The Law Society

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GfK NOP External Reference Team 28/03/06Custom Research

Qualitative Objectives

Research was required to obtain in-depth feedback from solicitors on key elements of the March Non-Regulatory Transformation Council paper:

Who should the Law Society service in the future? What qualities do solicitors want from the Society? What core values should the Society have?

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Qualitative Research Coverage

Individual Solicitors Associate/Assistant level, 1-10 PQE, Top 20 City Firm,

London Partner level, 10+ PQE, Norwich Mix of Employed in central/local Government and commerce

and industry, London

Firms Managing Partners in Firms 6-12 solicitors, Nottingham Sole Practitioners, Manchester

NB. Spread of age, gender and ethnicity

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Qualitative Note

The findings in this document are qualitative in nature. They are derived from a small, representative sample. As such, these findings are directional and should be considered indicative rather than conclusive.

Legend: A/AS = Assistant/Associate Solicitor; I&C Employer = Employed in Industry & Commerce/Govt.; SP = Sole Practitioner; MP = Managing Partner


Summary

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Who should the Society serve?

Total endorsement for the Solicitor as core focus, indeed some argue they should be the only focus

There is the potential for conflict in supporting organisations as well as individual solicitors, especially if it includes those beyond private practice, but also if the firm pays the membership fee

There is a strong need to declare if the Society is obliged to/intends to cover Tesco Law/MDPs/etc (but this will cause a lot of unhappiness if included)

The split between primary and secondary customers implies the Society is diluting its energies; the focus and message must be clearly on individual solicitors

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Unique qualities

If the Society were able to perform all the functions implied in the 12 qualities it would be unique

They signify all the things that the Society should be doing, and it is hard to disagree with the sentiments

Some fear there are too many and the Society’s effectiveness will be diluted

The statements don’t clearly explain the potential benefits of joining; they are currently expressed as internal speak

The most compelling and unique qualities are: Collective voice of the profession Promoting/protecting solicitors in private practice; fighting their corner Providing the tools/practical resources for solicitors to do their work Providing commercial services (e.g. cheap finance for young solicitors) Largest promoter of pro bono work

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Overview of values

Very much standard mission statement speak, but these are all essential core values of any modern organisation

There are too many of them and this again implies a dilution of effort/attempt to include everything rather than focusing on key issues

Consequently they do not mark the Society out as attempting anything different

They all interconnect – they are different facets of serving the members

The only one that stands out as different is Equality and Diversity which is more a statement of fact, rather than a value per se

Most are very aspirational – the Society has a long way to go to demonstrate them


Who should the Law Society serve?

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Who should the Law Society serve? Primary Customers

The primary focus of the Society must be individual solicitors This means all solicitors from those working in the smallest to

largest firms and those working in-house as well Focus should include students/trainees and those thinking

about law as a profession Acceptance that the Society can also serve organisations/entities

providing legal services based on current private practice model in non contentious areas, e.g. provision of advice Note though, some fear of conflict if firm paying individual’s

subscription then TLS will side with firms as they are the paymasters

Serving beyond the private practice is highly contentious – Tesco Law/MDPs/licensed conveyancers/claims management companies are seen as a competitive threat

It is felt that given the diversity of the profession the Society is in danger of diluting its aims if it diverges away from its core focus

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Who should the Law Society serve? Secondary Customers

Agreement that there is some limited scope to serve Consumers, but only when this is clearly in the interests of solicitors: e.g. promoting the value of solicitors, directing consumers to law

firms, keeping solicitors in the public eye, publicising pro bono work, Home Buyers Pack

In areas of public interest, the only area where the Society should become involved is on issues of law directly affecting the profession, e.g. Proceeds of Crime Act, court procedures/form of law courts, personal injury claims (to go beyond this deviates into party political issues)

Some concern about having primary and secondary focus/customers as this implies a two-tier society

NOTE: Desire is to be called “members” of a membership organisation.

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Who should the Law Society not serve?

There was general agreement that the following areas/parties are not

appropriate for the Law Society to get involved in: Internal interests of the Law Society

The Society’s past record of pursuing internal issues often been to its detriment

General issues relating to the Government and politicians The Society should be a-political, outside of the political

arena Other legal sector groupings such as the Bar Council, Institute

of Legal Executives The Society should remain an organisation for solicitors

Employers of in-house solicitors They are not directly involved in the business of law


Unique qualities

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1. National body representing entire profession3. Collective voice of the profession on issues of importance

Both are very important functions and indicate a unique function

However the claim can only be made if membership is compulsory/all of the profession is represented

Note that both statements perceived to be covering the same sentiment

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2. Single most accessible source of essential information

Particularly relevant to smaller firms, although sole practitioners debate whether it could fulfill this role and think it is too ambitious

Cannot make this claim at the moment as other organisations provide more accessible information, e.g. Lawtel online case law

Would be relevant if the Society could provide information at a more competitive price than commercial suppliers

Information must be easily accessible via the web, as well as via telephone

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4. First consultee of the Regulator

General agreement that this is the right thing But confusion over how this would work in practice and

how it would be implemented

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5. Protecting the independence of lawyers in relation to upholding the rule of law

A noble intention – and one that only the Society can do However, this is felt to be an occasional need and it is not

entirely understood In-house Government lawyers associated strongly with this

quality

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6. Campaigning for more favourable legislation and conditions

This is an important role, but must be strongly on the side of the solicitor – “making life easier”

Need to consult with the profession on campaigning areas; where these are related to legislation governing the profession, but must not stray into any contentious areas, e.g. legislation on euthanasia

Campaigns have to be professionally presented – high level PR skills are required

Move away from the “faint air of apology” currently exhibited and tendency to “hide” things in a corner of the Gazette

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7. Promoting respect for the badge of the solicitor

The Society needs to promote more than respect – it should be championing the solicitor above all others

Is it the only body doing this – treading on local law society toes?

Could be amalgamated with 1

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8. Leading provider of career and professional development services

Seen as an aspiration, cannot claim this at the moment and it is already a crowded market, both in terms of career (recruitment consultants) and providers (training courses)

Needs to be very competitive/offering a recognized standard Source of objective advice more apt Areas where provision might be more appropriate are services

related to practice management and ethics

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9. Leading mechanism for improved and sustained market penetration at home and abroad

The Society is recognised as having the ability to market the profession

An important quality, particularly relevant to sole practitioners and to those who would need to convince their employer to pay

Needs reworking to be in plainer English

Doubt that the Society can achieve this based on past performance – doesn’t fight for solicitors

Examples of the types of marketing that would be in the interests of solicitors mentioned by respondents include: Publicising HIPS/wills as being available from solicitors Educating consumers to what solicitors can offer

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10. First point of contact for resolving professional issues

Should do this – offer a mediation service Is this also the ethics and guidance line? Needs to be more explicit as to what this involves


Core Values

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Progressive and proactive

Relevance of value : Definitely required – the issue is

how strongly can the Society demonstrate this

Some felt that there has to be a more flexible and adaptable approach, thus “Evolving and adapting” rather than progressive, would be preferred or at least acknowledged

Note that there is no desire for change for change sake

Re-brand, re-name, re-birth Set out proper mission statement, and be

explicit about aims Talk to and consult with members more;

have online voting Produce report on what did last year, what

spent on it, what plan to do next year Regularly review policies and services to

keep them fresh and current Adopt best practice from other professional

bodies Be agenda-setters without losing focus on

customers Reach out via other forum to connect with

the profession, e.g. via other law society groupings

Use IT more, e.g. members vote online “Heavy duty” PR skills and campaigning

What the groups suggested TLS needs to do to demonstrate/exhibit values:

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Focused on customers and delivery

Relevance of value: This is vital in a membership

organisation, it goes without saying

However, “Delivery” is unclear – delivery of what?

Use of the word “customer” is disliked, “member” or “solicitor” is preferred and more explicitly supportive of the profession bearing in mind that it feels badly served at present

More info in the Gazette on what the Society is doing

Updates by email on campaigns and outcomes

Focus on delivering what members want Must have a mandate from members before

taking action Consult more though online surveys,

questionnaires, focus groups A vastly improved website; less ‘stodgy’ ,

faster, user friendly More online services Have a contract with members, with

redress for failure to deliver Set benchmarks and measure them Consult annually on the coming year’s

actions/focus at the time of PC renewal Helpline for problems; sounding board;

website discussion forums, etc Easy to absorb, bite-sized information Returning calls/answering the phone


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Transparent and accountable

Relevance of value: Absolutely essential if membership

is paying

Publicise where things are, e.g. Council minutes easily available on web

Have the Council audited Have an elected President Newsletters from the council by email on

what campaigning on Publish annual accounts, explain how

money is spent Make information readily available, in

language/format appropriate for audience


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Efficient and effective

Relevance of value: A given – all organisations need to

be this Possibly needs to be

combined/subsumed in to the other values

Reduce paperwork Reduce headcount Reduce number of council members to

make decision making more efficient Use up-to-date systems, e.g. have digital

copies of library material, rather than faxing library documents; online access to the library/ forms/basic statutes

Set targets for turnaround times on service delivery

Maintain low membership fees


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Accessible and responsive

Relevance of value: The Society has to be these if it is

to fulfill all the other core values Strong sense of the Society being

“distant” Extent to which no one had any

awareness of the names of either Council members or Society officers was striking

Publish lists of departments with names, phone numbers, email addresses

Easy to find help lines Accessible outside of office hours for

certain services Publish an instruction manual on how to

use the Law Society Council meetings should move around the

country and members should be able to attend/ask questions

Council members should hold ‘surgeries’ Improve website Reach out to members through established

groups Providing things in an agreed time frame Law firms to have a Law Society

representative Welcoming of other local law societies


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Committed to equality and diversity

Relevance of value: Yes from women Important but this is in the law –

established, don’t have any choice E&D are considered buzz words,

without much meaning – needs explaining

There is an element of political correctness in taking note of this

Be clearer about what this means Promote, don’t just be ‘committed’ Demonstrate tangible outcomes Launch a kite-mark for firms achieving high

standards Require suppliers to demonstrate that they

are equally committed to E & D Promoting the profession to open up access

for people from different backgrounds at schools 7 universities

Providing scholarships


nop qualitative results

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