In the legal industry, your greatest asset isn’t your portfolio of clients, your state-of-the-art office, or even the advanced technologies you’ve invested in. The real asset that drives success is your people—particularly the lawyers that represent your firm’s values, expertise, and ambitions. In Part 1 of this series, we’ll explore the critical aspects of finding and hiring best-in-class lawyers, drawing on insights from Gary Allen, a 35-year veteran lawyer, and Dr. Sharon Abrahams, a renowned expert in HR for law firms. Their discussion during a recent webinar for the Association of Legal Administrators (ALA) provides a deep dive into the strategies, processes, and metrics law firms can adopt to attract top legal talent.
The Cornerstone of Success: People, Process, and Product
Gary Allen began by emphasizing a fundamental truth: a law firm’s success rests on three pillars—people, process, and product. However, people stand at the heart of this equation, because even the best processes and products fall short without the right talent to execute and deliver results. Allen argued that top-performing firms excel by having high capacity utilization, realization, collection rates, and low overhead. But these metrics are directly impacted by the caliber of lawyers the firm hires. He encouraged firms to adopt a strategic approach to hiring, underlining that financial and human benefits are significant when you follow best-in-class practices.
Culture is King: Finding the Right Fit
One of the key elements of hiring is understanding your firm’s culture and using it as a filter during recruitment. A law firm’s culture isn’t just its core values plastered on a website—it’s about how the team collaborates, communicates, and supports one another. Gary and Dr. Abrahams highlighted that before you assess a candidate’s skills, you need to assess cultural fit. Ask your current employees how they experience the firm’s culture, and use that understanding to frame your hiring questions. Promoting your firm’s culture through online presence, community involvement, and leadership is equally important. It’s how potential hires will perceive and connect with your firm before they even step through the door.
The Interview Process: Layered for Success
Gary and Dr. Abrahams laid out a structured, multi-tier interview process that law firms should adopt to evaluate candidates. At the first stage, an administrative person or associate might conduct interviews focused primarily on cultural fit. Later stages should dig deeper into a candidate’s legal expertise and work history, with interviews by department heads or practice leaders. Finally, if hiring for higher positions, such as partners, the managing partner or senior leaders should get involved.
One size doesn’t fit all. Larger firms may find it impractical to involve all employees in meeting candidates, but for smaller firms, this can be a great way to assess team dynamics and ensure a seamless fit.
Beyond the Resume: What Really Matters
When it comes to evaluating resumes, Gary and Dr. Abrahams agreed: a focus on achievements trumps job descriptions. The key is to ask the right questions during interviews to reveal how those achievements came to be. They suggest delving into specific areas such as billing hours, client interaction, and even extracurricular activities that might indicate leadership potential and personality. Personal information, like hobbies or voluntary activities, can provide unexpected insights into how well a candidate will fit into your firm’s ecosystem.
Avoiding Common Hiring Pitfalls
The discussion also touched on common pitfalls firms fall into when hiring. One of the biggest challenges is rushing to fill positions without proper evaluations, a mistake exacerbated by the current shortage of professionals in the legal field. Taking the time to conduct thorough assessments is essential, even when under pressure. Dr. Abrahams shared her own experiences of hiring missteps, emphasizing the need to resist the urge to hire based solely on references or a smooth resume, and instead focus on a candidate’s long-term potential and alignment with the firm’s values.
The Role of Branding in Attracting Talent
Your firm’s brand plays an essential role in attracting the best lawyers. It’s not just about professional accolades—potential hires want to know what your firm stands for, how it contributes to the community, and the work-life balance it offers. Dr. Abrahams suggested that firms should make their values and culture prominent on their websites and social media platforms, including adding a “Career” section that showcases why top lawyers should consider joining. Law firms that are transparent about their culture and brand can better align with candidates whose values mirror theirs.
Measuring Success in Your Hiring Process
Hiring doesn’t end when the contract is signed. Monitoring the success of new hires is critical to improving your firm’s long-term hiring strategy. Dr. Abrahams advised that firms should keep an eye on metrics such as billable hours, client feedback, and lateral hire retention rates. Additionally, exit interviews can be a goldmine of insights into what’s working and what isn’t in your hiring process. If possible, she recommends using third-party interviewers to ensure departing employees feel comfortable sharing their honest opinions.
Conclusion: Investing in Your People
Finding and hiring the best lawyers is a strategic investment that goes far beyond scanning resumes and conducting quick interviews. It requires a deep understanding of your firm’s culture, a clear process, and a commitment to finding the right fit—not just someone who can do the job. In today’s competitive legal landscape, it’s more important than ever to adopt a thorough, best-in-class approach to hiring. By doing so, your firm will not only build a stronger team but also enjoy the financial and cultural benefits that come with it.
