Page 11 - Dallas Vol 6 No 1

the new hire, should be involved in creating the position pro le.
ese stakeholders sometimes begin the hiring process without clear agreement on their expectations for the po- sition. Job analysis tools can help key stakeholders identify values and behaviors that are expected of the new hire and critical in the position, based on the current and desired make up of the rm and practice group.
3. CHAMPION THE PROCESS.
Assigning a “champion” to the position — a person who has much to lose or gain with the success of the new hire — can help to strengthen and streamline the hiring pro- cess. e champion shepherds the candidates through the interview process, and identi es concerns, questions, and irresolvable issues early on. e champion gathers inter- est, generates enthusiasm from leadership, and supports the strong candidates as they go through the interview process.
4. MAINTAIN MOMENTUM.
A strategic interview process can di erentiate your organization and appeal to the top talent now in high demand throughout the industry. e candidate’s rst impression is of a well run organization with actively en- gaged leadership.
Begin by identifying who will be part of the interview team, with a reason and purpose for each interviewer. Pulling in whoever is available at the time the candidate comesintothe rm,forexample,canwastethecandidate’s time and does not create the impression of a well run or- ganization.
Consider creating a criteria sheet for each interviewer to follow, including both a set of established questions that every interviewer asks, for comparison of answers, and a mix of skill- and trait-related questions that di er among interviewers and help the rm narrow the candidates to those who t well in the organization.
5. MAKE A DECISION.
Top talent will not wait long for an organization to make a decision. When the economy and market were good, business thriving, and talent in abundance, rms could o en get away with sloppy hiring practices. ey could be ill-prepared to adequately evaluate candidates, put the process on hold to identify and interview additional peo- ple, and take their time in replying to candidates.
level associates to depart a rm within the rst year of hire, and twice as likely as entry-level associates to leave within the rst two years. In exit interviews, an o en cited reason for leaving is lack of “culture t.”
Law rms and law departments have strong, unique cultures. Experienced professionals o en are expected to gure out the new organization and its culture on their own. Programs that help new hires assimilate can prevent such attrition. Integration can begin before the new hire’s rst day, as you begin to build the relationship as you would with a client. Integration evolves into professional development training, to continually engage and develop professionals and to a rm the commitment the rm has to its employees.
RETENTION STRENGTHENS THE WHOLE TEAM
No more. Top talent have many op- tions in today’s market and will evalu- ate an organization on the interest be- ing shown and the expediency of the process.
6. INTEGRATE, INTEGRATE AND INTEGRATE.
E ective integration programs can help decrease attrition, particularly in lateral associates and partners or experienced professionals. NALP sta- tistics show that lateral associates are seven times more likely than entry-
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e team as a whole does not perform at its best when a talented member of the group leaves. e result is of- ten a reputation hit in the legal market, or di- minished clout within the company. ese less quanti able costs, added to the very real monetary losses re- sulting from attrition, underscore the impor- tance of smart hiring strategies.
JODI STANDKE IS CEO OF TALON PERFORMANCE GROUP INC., A LEGAL TALENT MANAGEMENT FIRM THAT ACCELERATES PERFORMANCE OF IN- DIVIDUALS, TEAMS AND ORGANIZATIONS. WBENC AND NALSC CERTIFIED. CONTACT JODI STANDKE AT (612) 827-5165 OR AT JSTANDKE@TALONPER- FORMANCEGROUP.COM.
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