Fair Work Distribution and Monitoring for the Bar
How to allocate work fairly, collect the evidence, and address disparities in your chambers.
Duration
1 Hour
Lessons
10
CPD Hours
1
Certificate
On Completion
WHAT YOU WILL LEARN
Six practical outcomes from this training
Understand the BSB requirements on fair work allocation and the regulatory context in which chambers operate
Recognise the practical challenges clerks and management committees face when distributing work fairly
Set up a fair work allocation process that is transparent and documented from the outset
Collect, manage, and review allocation data to monitor patterns and spot unfair distributions early
Understand the Data Diversity Officer role and how DDOs drive fair allocation in your chambers
Take action to address disparities once you have identified them, including escalation and follow-up
About this training
The BSB expects chambers to allocate unassigned work fairly and to be able to demonstrate that they do so. But fair work distribution is far more complex than a simple rule. What makes allocation fair depends on experience levels, practice areas, client needs, member availability, and myriad other factors. Clerks and chambers management face genuine pressure to balance fairness with the practical realities of running a set.
This training is built from the lived experience of clerks and managers in chambers. It covers how to set up a fair allocation process that is transparent and documented, how to collect and monitor data, and how to recognise and address unfair patterns when they emerge. The training recognises that perfect fairness is impossible, but demonstrates how to make fairness a deliberate feature of your chambers' practice rather than an afterthought.
The course is designed for clerks, Data Diversity Officers, EDI committee members, and management committees. It works equally well for chambers that are starting from scratch and for those that already have an allocation system in place but want to strengthen it with better monitoring and governance.
Key topics
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1
The importance of fair work distribution
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2
BSB regulatory requirements on fair allocation
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3
What fair work allocation involves in practice
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4
The role of the Data Diversity Officer
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5
Setting up a fair allocation process
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6
Managing and monitoring work distribution
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7
Collecting and reviewing allocation data
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8
Recognising and addressing disparities
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9
Challenges to implementing fair work allocation
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10
Real-life scenarios at the Bar
What learners say
“Written with clarity and acknowledgement of any potential unconscious unfair distribution that might be occurring.”
Frequently asked questions
Fair work distribution means allocating work to barristers in a way that is transparent, documented, and takes account of relevant factors such as seniority, experience, practice areas, client needs, and availability. It does not mean everyone gets exactly the same work. Rather, allocation decisions should be made on merit and practical grounds, not influenced by protected characteristics such as gender, race, disability, or age. Fairness must be demonstrable and monitored. This training covers what fair allocation looks like in practice.
The BSB does not prescribe a specific system but expects chambers to have some way of monitoring fair allocation and being able to demonstrate it. Effective monitoring requires data: who allocated work, to whom, what type, and when. Without records, chambers cannot spot unfair patterns and would struggle to defend themselves against discrimination complaints. More chambers are appointing Data Diversity Officers specifically to drive this accountability. This training covers what tracking systems work in practice.
Record at least the following: who did the allocating, who received the work, the type of work, and the date. Add contextual data such as seniority, practice area, and whether the member was available. Chambers should review this data at least annually, looking for patterns: Do some members consistently get better work? Are women or certain ethnic groups getting fewer high-profile cases? Are junior members all treated similarly? The Data Diversity Officer usually drives this analysis and reports to management. This training covers practical tools and review frequency.
Absolutely. Clerks and partners might unconsciously assume certain members are better suited to particular types of work based on gender, age, or background. They might allocate high-profile work to members they know well, overlook talented newer members, or assume caregiving responsibilities make someone unavailable. These unconscious choices compound over time and can have serious consequences for a barrister's career prospects. This is why transparency and data monitoring are essential. This training covers both awareness and the systems needed to prevent bias in allocation.
Investigate the cause: Is it systemic? Caused by one individual's behaviour? A data recording issue? Then act. This might involve retraining the clerk or individual members, changing allocation processes, making policy adjustments, or taking formal disciplinary action where discrimination is deliberate. The affected member should be offered remedies such as compensation or priority allocation. Chambers should document the response and monitor for improvement. This training covers decision trees and how other chambers have handled these situations in practice.
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Briefed offers advisory, audit, and policy services alongside training. If your chambers needs support beyond eLearning, we can help.