Finding the Right Person for the Job

Recruiting is the lifeline that continuously brings new blood into a firm. Sourcing candidates can be handled by the professionals, but selecting someone for employment is your responsibility. So let's start at the beginning with the selection process ' and address hiring techniques, a skill that many lawyers can work on improving. What follows is a step-by-step approach to finding the right person for the right job.

Identifying the Job

The first step is to identify the job that needs to be filled. Are you looking for an associate, an administrative person or possibly a lateral partner with a book of business? Begin with identifying specific job requirements by creating a list of professional qualifications you need as well as personal qualities that will fit well into your firm. For each position, think about what solid skills you cannot manage without and what would be nice to have. For example, you may need an associate who has excellent research skills, but you will never ask that associate to give a presentation, so public speaking skills are not required. It is possible to find a candidate with a solid book of business, but do you think that person will fit your firm's culture? For administrative functions there is, most likely, a job description you can refer to. Defining the open position is the first step in filling it with the right person.

Connecting with Prospects

Once you know the qualifications and characteristics you want, the next step is deciding how to fill this position. Are you going to place an advertisement, use your professional network, or hire an outside recruiting company? You might find a difference in the quality of candidates who present themselves depending on how they found out about the opening. An advertisement (there are many online choices as well) throws a wide indiscriminate net and you will have to sift through the applications to find the gems. Reading the resume with a keen eye is key to finding those worthy of your follow-up. Using your professional network can be beneficial as you might uncover a candidate who was not actually looking, but would jump at the chance to make a career move. And finally, a well respected recruiting company will take the burden and time off your shoulders and hopefully present you with only qualified possibilities, but at a cost. Determining the best means of connecting with prospects is the second step in filing a position.

Preparing for the Interview

With candidates you want to meet, the next step is interviewing each one. This seems simple, but some extra thought should be placed on preparing for the interview. Review the list of professional and personal qualifications you identified for this position and create a list of specific questions. Questions can fall into the following categories: self appraisal, fact-probing, situation-based, and self-improvement assessments. Prior to or following these questions you should ask about personal characteristics, education background and career objectives. Also be prepared to ask specifically about the interest the applicant has in the firm. The candidate should demonstrate his or her interest by having scanned your Web page, researched your partners and possibly some of your top clients. Interview preparation is the third, yet most overlooked, step in the process.

Sample Questions

Self Appraisal

Tell me, what is it about you that '

Why do you think you were selected for '

Fact-Probing

Describe your clerkship with Judge '

Explain what was important about your experience at '

Situation-Based

How did you handle '

How would you compare this and that '

Self-Improvement Assessment

In what areas have you grown the most in the past year '

What CLE courses would you be interested in attending '

Conducting the Interview

First impressions are lasting impressions so take in the appearance, hand shake and level of confidence the candidate displays upon meeting you. It is your responsibility to build rapport by sharing small talk, but move quickly into the interview. Divide the interview into three discussions; work experience, work attitudes and education, if appropriate. When asking questions about work experience look for relevance, productivity and self motivation. Be sure to always use open ended questions that can not be answered by a simple yes or no. Ask about previous responsibilities, types of matters worked on and accomplishments. To find out about work attitudes, ask about relationships with co-workers, subordinates and supervisors. Have the candidate articulate his or her short-term and long-term career goals so you can determine if they match your needs. If it's a junior person, his or her education is important, so look for course work that demonstrates growth in knowledge and skills. Have them describe leadership roles they had while in school, which will give insight into their ambition level. Part of conducting the interview is describing the job. Be specific and tell the person what your expectations are of the work product, hours and skills he or she needs to be successful.

Conclusion

The interview, and possibly a follow-up interview, is the final and most vital step in selecting the right person. Three of the four steps to a successful hire occur before the actual interview. Investing time prior to the interview process will increase your probability of hiring the right candidate. When the right people are in the right place the firm will thrive.

Dr. Sharon Meit Abrahams, a member of this newsletter's Board of Editors, is the Director of Professional Development at McDermott Will & Emery, LLP. Dr. Abrahams can be reached at [email protected].

Recruiting is the lifeline that continuously brings new blood into a firm. Sourcing candidates can be handled by the professionals, but selecting someone for employment is your responsibility. So let's start at the beginning with the selection process ' and address hiring techniques, a skill that many lawyers can work on improving. What follows is a step-by-step approach to finding the right person for the right job.

Identifying the Job

The first step is to identify the job that needs to be filled. Are you looking for an associate, an administrative person or possibly a lateral partner with a book of business? Begin with identifying specific job requirements by creating a list of professional qualifications you need as well as personal qualities that will fit well into your firm. For each position, think about what solid skills you cannot manage without and what would be nice to have. For example, you may need an associate who has excellent research skills, but you will never ask that associate to give a presentation, so public speaking skills are not required. It is possible to find a candidate with a solid book of business, but do you think that person will fit your firm's culture? For administrative functions there is, most likely, a job description you can refer to. Defining the open position is the first step in filling it with the right person.

Connecting with Prospects

Once you know the qualifications and characteristics you want, the next step is deciding how to fill this position. Are you going to place an advertisement, use your professional network, or hire an outside recruiting company? You might find a difference in the quality of candidates who present themselves depending on how they found out about the opening. An advertisement (there are many online choices as well) throws a wide indiscriminate net and you will have to sift through the applications to find the gems. Reading the resume with a keen eye is key to finding those worthy of your follow-up. Using your professional network can be beneficial as you might uncover a candidate who was not actually looking, but would jump at the chance to make a career move. And finally, a well respected recruiting company will take the burden and time off your shoulders and hopefully present you with only qualified possibilities, but at a cost. Determining the best means of connecting with prospects is the second step in filing a position.

Preparing for the Interview

With candidates you want to meet, the next step is interviewing each one. This seems simple, but some extra thought should be placed on preparing for the interview. Review the list of professional and personal qualifications you identified for this position and create a list of specific questions. Questions can fall into the following categories: self appraisal, fact-probing, situation-based, and self-improvement assessments. Prior to or following these questions you should ask about personal characteristics, education background and career objectives. Also be prepared to ask specifically about the interest the applicant has in the firm. The candidate should demonstrate his or her interest by having scanned your Web page, researched your partners and possibly some of your top clients. Interview preparation is the third, yet most overlooked, step in the process.

Sample Questions

Self Appraisal

Tell me, what is it about you that '

Why do you think you were selected for '

Fact-Probing

Describe your clerkship with Judge '

Explain what was important about your experience at '

Situation-Based

How did you handle '

How would you compare this and that '

Self-Improvement Assessment

In what areas have you grown the most in the past year '

What CLE courses would you be interested in attending '

Conducting the Interview

First impressions are lasting impressions so take in the appearance, hand shake and level of confidence the candidate displays upon meeting you. It is your responsibility to build rapport by sharing small talk, but move quickly into the interview. Divide the interview into three discussions; work experience, work attitudes and education, if appropriate. When asking questions about work experience look for relevance, productivity and self motivation. Be sure to always use open ended questions that can not be answered by a simple yes or no. Ask about previous responsibilities, types of matters worked on and accomplishments. To find out about work attitudes, ask about relationships with co-workers, subordinates and supervisors. Have the candidate articulate his or her short-term and long-term career goals so you can determine if they match your needs. If it's a junior person, his or her education is important, so look for course work that demonstrates growth in knowledge and skills. Have them describe leadership roles they had while in school, which will give insight into their ambition level. Part of conducting the interview is describing the job. Be specific and tell the person what your expectations are of the work product, hours and skills he or she needs to be successful.

Conclusion

The interview, and possibly a follow-up interview, is the final and most vital step in selecting the right person. Three of the four steps to a successful hire occur before the actual interview. Investing time prior to the interview process will increase your probability of hiring the right candidate. When the right people are in the right place the firm will thrive.

Dr. Sharon Meit Abrahams, a member of this newsletter's Board of Editors, is the Director of Professional Development at McDermott Will & Emery, LLP. Dr. Abrahams can be reached at [email protected].