I was lucky enough to be presenting to the Birmingham Law Society last week to help answer questions, queries and sometimes outraged pleas for help that arise when firms are envisaging changing their training regimes. The meeting at one point discussed, in varied tones of exasperation from some present, why the ‘old LPC system’ was discarded after 30 years and a new regime introduced. The sense of anxiety from some was heightened by the realisation that the LPC really is disappearing as an option for most undergraduate LLB students after this academic year 23/24 and the SQE route, whether full or qualified by exemptions will take up residence as the sole route to qualification.
It's fair to say that, after that excursion to look at the past LPC regime, pragmatism reigned in the meeting – the room agreeing that as the SQE is here to stay, firms and universities are looking at the opportunities and grasping the nettle of change. I always learn more by listening to what the participants say rather than dipping into my own small pool of knowledge, so here are 5 takeaways that participants presented as elements in their varied strategies to convert from LPC to SQE:
- Work with the firms' existing culture
All changes to the training pathway need to take on board existing firm and organisational policies on payment in monetary terms or in the time given for training, either for the LPC or other training. Also, bring into the discussion whoever is invested in current training and how it is viewed within the firm – it's important that the SQE training pathway dovetails with existing trainee and NQ training.
- No need for radical change
Systems of supervision and the pattern of internal training (e.g. the approach to seat rotation) do not need to change as a result of the SQE. Signing off Qualifying Work Experience (QWE) involves the trainee/paralegal keeping a record but this would be covered under existing supervisory systems. No point in re-inventing the wheel.
- Tap into internal talent
The flexibility about when the SQE can be taken (before, during or after a period of QWE) means firms can increasingly look at bringing through internal colleagues on training pathways that work for the ‘earn while you learn’ mode of study. This helps provide talented colleagues with a clear career pathway (hopefully encouraging them to stay with the firm) and perhaps lessens the requirement for lateral hires unfamiliar with the firm’s culture and values.
- Communication, communication, communication
All participants in the meeting realised that whatever you call it (SQE working party, group, project) it is important to involve key decision makers and also not assume they know anything about the new training regime, We at the College find that the valuable conversations we have are with supervisors of trainees and paralegals in the firm, so they are more attuned to supporting a candidate going through SQE.
- Modelling possible pathways nourishes engagement in the wider firm
Getting a timeline down on paper is a good way of crystallising thoughts and choices about how to structure an SQE training paper. The SQE exams are at fixed points of the year so it makes sense to aim for preparation courses that meet these dates and build other modules of training around that. In turn, it then provides the context for deciding when the period of QWE starts and stops.
So collaboration really is the key to building an effective training pathway that has buy-in and also meets the firms' longer-term training objectives.
Written by Giles Proctor, CEO of The College of Legal Practice.