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Recruiting and Developing Associates
Ever since the Association of Corporate Counsel (“ACC”) issued its Value Challenge several years ago, much has been written and discussed about how law firms can provide the greater value their clients are demanding. While there are still many general counsel whose definition of “greater value” ' whether they admit it or not ' is for firms to reduce their fees, the major emphasis has been in three areas:
- Listening to, or “partnering” with, clients.
- Alternate fee arrangements.
- Process or project management to improve efficiency.
These are all important components which, if properly implemented along with other steps, should result in clients feeling they are receiving greater value or “bigger bang for their legal buck.” However, ensuring longer-term and continuous improvements in providing greater value, and therefore sustaining higher levels of client satisfaction, requires addressing areas that have received little attention in the whole value discussion ' the recruiting and development of associates.
Look Past the Grades
The firms that have continuously had the greatest success in recruiting ' and retaining ' quality associates begin the recruiting process by reviewing the personal qualities and characteristics of their highest-rated associates and younger partners. They also identify the traits of the associates who, due to the firm's initiative or their own, did not remain with the firm. These findings are compiled into “favorable and unfavorable” check-off lists to be employed in screening and interviewing students.
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