Case Het Juridisch Loket Traineeship

Embed the change in the new generation

Het Juridisch Loket is a social organization with a clear mission: to make legal assistance available to everyone. In the years prior to the talent development program, the organization underwent a fundamental change of course. A more refined vision and the ambition to adopt more integral ways of working demanded change – and not just in terms of processes but also of attitude and behavior. This change process was initiated in different ways and in various layers of the organization. Consequently, the wish arose to embed these changes directly in the new generation of professionals entering the employment of Het Juridisch Loket. A traineeship was new for the organization, but the question was clear: how can the talents make optimum use of their own qualities and develop these further in a way that will also help the organization to progress? 

A new generation of legal professionals

The traineeship is for the new generation of legal professionals working at Het Juridisch Loket. These are recently graduated legal professionals of both academic and applied sciences programs, for whom this is often their first job and who are deployed across the different branches of Het Juridisch Loket. The goal is not only to strengthen them substantively, but certainly also to boost their personal leadership, to learn to collaborate in the context of the organization and to communicate in a manner that suits the situation. At the same time, these young professionals must learn to navigate a complex organizational context, where they need to influence more experienced colleagues and existing work methods, despite lacking any formal authority. The traineeship therefore offers more than just a solid foundation for their role – it’s also about learning to act as a carrier of cultural change.

Co-designed program, tailored implementation

The groundwork for the collaboration with de Baak was laid during the formal tender process. “Right from the start we had a strong sense of connection. It was clear that the need went beyond just a learning program – it was about assisting a change process," says Renée Ruigrok, Incompany Advisor at de Baak. She continues: “It is a client that immediately triggers my enthusiasm, since they fulfil an important societal role, as an organization at the heart of society that aims to make legal counsel available to everyone.” 
 

De Baak subsequently set about desiging a traineeship on the basis of the organization’s learning goals. Employees of Het Juridisch Loket actively contributed to the design and content of the traineeship. As Marjolein Breuning ten Cate, interim Senior Advisor L&O/HRD at Het Juridisch Loket, recounts: "From our very first meeting I felt that the collaboration was very professional, skilled and personal. The incompany advisors and trainers listened very carefully and really thought along with us regarding our goals. I also found the communication and the ideas about potential follow-up programs very valuable.” This intensive collaboration resulted in a learning program that both connects with the trainees’ daily work practice and the course of the organization as a whole.

The traineeship started in late 2023 with a pilot of fifteen participants. This pilot group offered the opportunity to experiment and to adjust the program where necessary. Based on the experience of these participants, the program was refined for subsequent groups.

A learning program that develops in tandem with the practical field

The talent development program consists of modules that build on each other. Each participant starts with a personal intake, and there is a shared kick-off event per learning group where the participants formulate their learning goals and group agreements. The first module devotes a lot of attention to getting to know each other and building trust . Ashra Underberg, trainer at de Baak, explains: “Even though the participants are colleagues, it is important to get to know each other well and to learn to open yourself up to others. What do you share with others, and what would you rather not share?” This module is all about personal leadership. Ashra continues: “We start from the question, ‘who am I, what are my obstacles, and how can I apply my potential?’ We use metaphors such as ‘the dragons’ to gain a deeper understanding of the beliefs that may hinder personal development.”

The second module is all about communication. The trainees gain theory about communication and learn what it asks of them to be able to truly listen. Part of this module is to practice conversation with coaches, with the trainees discussing cases drawn from their own practice in small groups. “The trainees do not have any formal leadership role, but do need to be able to exert influence effectively as part of their job. That is why they engage with the question: based on who you are, how can you get others along to achieve your goals, while fully preserving your relationship? In this way the participants discover how they can exert influence in their own way and get others on board.”

To gain a deeper grasp of the matter, the module that follows focuses on exerting influence without having authority. Ashra: “We work on this using several experience-based approaches, in a manner that suits the trainees.” The last module is about collaborating within complex organizations. Here, the trainees learn to collaborate in different ways, and they examine their own role in collaborations. In between the modules, trainees work on assignments together and participate in reflection moments. Each module also concentrates on the personal learning goals. Ashra: “In each module the trainees reflect on their progress regarding their learning goals, and whether they may have encountered new learning goals during their work. In this way they continually make steps in their development.” The interim triangular coaching (two coaching conversations per trainee) is a unique feature of the program, in which the trainer first talks with the trainee and after that with the trainee and the practice supervisor  about their development. This allows for timely adjustments and for a solid entrenchment of the growth in the practical field.

Embedded in the organizational context

The traineeship is strongly embedded in the organizational context of Het Juridisch Loket. The triangular coaching with trainee and practice supervisor plays an important role here, but the modules are also combined for instance with internal discipline-based training courses. “Since the trainees also follow  lots of discipline-based training courses, we deliberately designed a more expansive program to create more breathing space,” Renée explains.“This helps make the program more doable for the participants.” Another distinctive element is the involvement of managers. They are offered special masterclasses, one about the content of the program and one in the form of peer supervision. Renée: "This way they have a clear picture of the program and they can better fulfil their role in supervising the trainees."

Tangible movement

Although the program is still ongoing, the impact within Het Juridisch Loket is already apparent. “The program not only gives the trainees new insights, but also specific tools that they can apply both immediately and in the longer term. They are better equipped to deal with any challenges,” Marjolein says. 
 
“There is anyhow a lot of movement in the organization. Besides the traineeship, we were also asked to develop a program for the senior legal advisors,” says Renée. The traineeship offers a powerful learning curve for starting professionals. The trainees that have completed the program have become stronger in their discipline, and have also learned to confidently navigate a complex force field. “The trainees have become more self-aware, more decisive, and better prepared for the challenges of the job,” Marjolein concludes.