Page 9 - Phoenix Vol 11 No 2

of the new hire, should be involved in creating the position pro le.
ese stakeholders sometimes be- gin the hiring process without clear agreement on their expectations for the position. Job analysis tools can help key stakeholders identify values and behaviors that are expected of the new hire and critical in the po- sition, based on the current and de- sired make up of the rm and prac- tice group.
3. CHAMPION THE PROCESS.
Assigning a “champion” to the po- sition — a person who has much to lose or gain with the success of the new hire — can help to strengthen and streamline the hiring process. e champion shepherds the candi- dates through the interview process, and identi es concerns, questions, and irresolvable issues early on. e champion gathers interest, generates enthusiasm from leadership, and sup- ports 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 engaged leadership.
Begin by identifying who will be part of the interview team, with a reason and purpose for each inter- viewer. Pulling in whoever is avail- able at the time the candidate comes into the rm, for example, can waste the candidate’s time and does not cre- ate the impression of a well run orga- nization.
Consider creating a criteria sheet for each interviewer to follow, in- cluding 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 organiza- tion.
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 candi- dates, put the process on hold to identify and interview additional people, and take their time in replying to candidates.
No more. Top talent have many options in today’s market and will evaluate an or- ganization on the interest being 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 statistics show that lateral associates are seven times more likely than entry-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 in- terviews, an o en cited reason for leaving is lack of “culture t.”
Law rms and law departments have strong, unique cultures. Experienced pro- fessionals 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. In- tegration can begin before the new hire’s rst day, as you begin to build the relation- ship as you would with a client. Integra- tion evolves into professional development training, to continually engage and devel- op professionals and to a rm the commit- ment the rm has to its employees.
RETENTION STRENGTHENS THE WHOLE TEAM
e team as a whole does not perform at its best when a talented member of the group leaves. e result is o en a reputa- tion hit in the legal market, or diminished clout within the company. ese less quan- ti able costs, added to the very real mon- etary losses resulting from attrition, un- derscore the importance of smart hiring strategies.
JODI STANDKE IS CEO OF TALON PERFORMANCE GROUP INC., A LEGAL TALENT MANAGEMENT FIRM THAT ACCELERATES PERFORMANCE OF INDIVIDUALS, TEAMS AND ORGANIZATIONS. WBENC AND NALSC CERTIFIED. CONTACT JODI STANDKE AT (612) 827-5165 OR AT JSTANDKE@ TALONPERFORMANCEGROUP.COM.
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