In response to the number of conveyancers leaving the industry over the last 10 years, many firms have excelled in establishing facilities and programmes that are dedicated to finding, training and advancing the carers of future conveyancing talent. As we really start to reap the rewards of those programmes and see numbers replenish, in the long term it’ll only benefit our profession.
However, many conveyancers have recently voiced concerns that poorly trained and inexperienced staff are slowing down transaction times, which are higher than ever post-pandemic. While there is merit in the opinion that trainees take longer to complete tasks, surely we have to also consider why ineffective internal processes are resulting in sluggish time frames. Or are we simply using our younger employees as scapegoats?
We can all accept that the 9-5 standard working practice no longer serves many of us and the pandemic proved that working from anywhere outside of the office was possible. I agree, it’s convenient at times to have more flexibility around office hours. But ultimately, conveyancing is a people powered profession and any conversation around below-par service can’t happen without taking accountability for being present in the office. If the most experienced employees within a business are working from home, expecting others to remain in the office picking up good practices, they’re deluded.
The challenge with remote working is that it does not allow essential skills to pass down in the same way it does in an office environment. Listening in on conversations, asking questions in real-time and picking up skills without even realising cannot be replicated through online working.
Conveyancing is dependent on effective and swift communication which – in many ways – is slowed down by colleagues emailing one another rather than talking face to face.
The integration of technology can be a useful support tool in identifying the complexity of any given case file and allocating it accordingly to a fee earner with relevant experience, it helps to reduce complications with the transaction process. Sure, the inexperienced conveyancer manages the least complex files, but they still need close guidance and if they are to develop to the next level, a lot of support in developing further knowledge and confidence. If we are to find, train and keep the best talent, then we have to personally invest in their progression, not leave them to circumnavigate their own path. A structed training plan supported by senior staff members in person, on a daily basis, is by far the most effective way to guarantee professional development and minimise lag in transaction times.
Daniel Brodie, trainee conveyancer at Aconveyancing, said:
“I joined the training academy here in September 2022 and have enjoyed a blended structure of Damar and on-the-job learning. It’s taken a while to build my confidence but now I am beginning to run my own sale files, which includes answering enquiries and keep the client updated. Of course having the option of online learning has been convenient but the most important learning tool would be my own colleagues. There is always someone in the office on hand to answer any questions, or step in if I need more senior support.”
Kara Evans, trainee conveyancer at Aconveyancing, said:
“In the last year I’ve learned that conveyancing is changing all of the time and even the most senior members of staff still don’t know everything about the job. That’s what makes it such an exciting profession, because it’s constantly evolving. But it also means that trainees and more inexperienced staff will always need support in the office to help keep files running smoothly. We are currently sat with more experienced colleagues, meaning we can turn to someone for help or listen to the way in which they handle situations.
I think to say that younger conveyancers are slowing transactions down is more a reflection on the businesses employee support processes than the person themselves.”
For more information about Aconveyancing, visit www.Aconveyancing.com
One Response
I don’t think there has been enough discussion about the damage working from home and consultancy is doing to the conveyancing profession. And the likelihood that within the next five years there is going to have to be a serious rethink in the way the profession operates, since continuation of these policies is going to mean the next generation simply have nobody to mentor them, and clients have a considerably reduced pool of professionals to assist them. If Agents think things are bad now wait until that situation manifests itself. As usual heads are in the sand at the moment but pushing the can down the road is eventually going to cause us all another issue.