The Logic Behind Implementing Legal Department Indicators

Incorporating legal department indicators on a balanced scorecard is indeed an effective technique that should be used by companies to determine progress and performance of their own legal departments. These indicators function much like the way KPIs or key performance indicators would, in the fact that they are quantifiable in nature already. This makes it much easier for your company's legal department to check its performance because the measures are already translated into significant figures. All that has to be done would be interpretation and analysis of these figures and you would then have a clean-cut description of just how your legal department is presently doing.

In just about any corporate setting and industry, the legal department is actually that particular division that is responsible for the creation of policies, rules, and regulations that each member of the company or organization has to carry out and observe. Apart from that, the legal department is also in charge of handling any legal matter that the company faces. This includes the event of entering contracts or agreements, creating such contracts, creating proposals, dealing with internal legal disputes, incorporating discipline amongst members of the organization, and so many more. Such roles and responsibilities are very important and should be carried out with utmost care by any company. This is precisely why it is important for a company to monitor the performance and the effectiveness of its legal department - for there is just so much entailed in its tasks and responsibilities.

At present, there is much demand for performance measures and metrics to be more than satisfactory so that these would be effectively used in gauging the performance and value of any company's legal services. It goes without saying that the success of any company also comes with the effectiveness of its legal department.

There are actually several perspectives to keep in mind here - financial, customer, internal business processes, and learning and growth. All of the perspectives here should have corporate goals and objectives incorporated here, as well as the company's vision and strategy. This is something that should be practiced by retailers and manufacturers - how much more by legal departments. More importantly, the performance measures and indicators to be used here should be just a few relevant, to give way better interpretation and analysis. It might be tempting - even too tempting - to go with a lot of indicators. But really, it would be better to go with a relevant few.

Contrary to popular belief, the balanced scorecard is not a complicated tool to use at all.
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In fact, using the tool entails a simple process and it economical as well. You do not really need to be a master at measurement or an expert at evaluation and analysis to use the tool efficiently. Your company does not even have to shell out that much money for the development of the tool itself! The internet is laden with sources and materials that you can use in developing your scorecard. And if you are not too sure which particular legal department indicators to use, you can resort to using the ones used by other legal departments - only as mere guides, of course. The bottom line is, for your scorecard to be effective; you need to use indicators or measures that are relevant to your company.