Community News – January 2020: CaseyGerry managing partner David S. Casey Jr. was awarded the 2019 Hughes McClenahan... Boutique Trial Firm With a National Powerhouse Punch: "I think it’s unusual to find lawyers with our background and qualifications at a small... Your Firm Was HACKED. Now What?: It looked like just another notice from your law firm’s IT guy— probably another... Create and Implement Videos into Your Marketing Strategy: The popularity of videos has increased significantly over the years with the desire of... California Case Summaries. New California Civil Cases.: CALIFORNIA SUPREME COURT - Elections - Patterson v. Padilla (2019) _ Cal.5th _ , 2019 WL... The 3 Main Reasons for Using LinkedIn: How many times have you gone to an event, maybe a conference or a business after hours,... 5 Reasons Why Hiring a Sales Professional Will Benefit Your Firm: The CFO called me and asked if we could schedule our initial meeting to discuss the... 20 Steps to Avoid Employment Lawsuits: I have been asked by more than one frustrated California employer how to avoid or reduce... Getting Back to Their Roots: At Parks & Solar, LLP, plain, old-fashioned hard work plus resourceful thinking... Increasing Diversity in Law 3 Ways to Move Beyond Lip Service: Law firms and legal departments can be doing more to measurably increase diversity. - A...
Executive Presentations-468x60-1

6 Interview Strategies for Solo and Small Law Firms

Hiring the right lawyers is a critical component of any law firm’s success. But developing an interview strategy to heighten the chances of successful hiring is even more important for solo and small practices because they have little room for error.

Below are six strategies to help solo and small practitioners identify top performers.

Define Hiring Objectives

Give considered thought to your firm’s needs plus the hard and soft skills you seek in a candidate. Develop a job description or write down a list of required and preferred skills. List situations your firm regularly encounters to assist you in creating behavioral-based interview questions discussed below.

Be Prepared

Prepare for each interview. Your preparedness will send a message about your interest in the candidate, your engagement in the hiring process, and your professionalism in general:

Prepare a list of questions to ask each candidate to provide an objective means of comparing candidates with one another.

  • Before each interview, review the candidate’s resume, LinkedIn profile and law firm bio, if any. Some firms also review a candidate’s other social media accounts.
  • Use this exercise to identify red flags and areas of interest about each candidate.
  • Ensure all interviewers are familiar with appropriate and inappropriate interview questions. For example, refrain from asking questions related to a candidate’s age, race, ethnicity, national origin, birthplace, citizenship, gender, sex, sexual orientation, family status, marital status, pregnancy, religion, or disability.

Interview Like a Pro

You are selling your firm during each interview. As a result, show up on time and be engaged, polite and enthusiastic. Tell each candidate about the history of your firm, the work you do, the reason for your need and the skills you seek. Provide the candidate insight about your firm beyond what is available online.

During the interview, consider providing a “day-in-the-life” scenario to help the candidate visualize being a part of your team and to create a true interest in your firm. Initial interest is demonstrated, in part, by whether, and if so, how much the candidate researched the firm. You should be able to measure further engagement by eye contact, body language and conversational chemistry.

Standard Questions

After you have discussed your firm and your needs, you might consider asking the next logical question: Does this opportunity appeal to you? This will be an opportunity to assess the candidate’s personality, work ethic, communication style and interest in the firm.

Consider posing some of these questions to help you assess whether each candidate might be a fit:

  • Tell us a little about yourself.
  • Why did you decide to become a lawyer?
  • What are your short-term and long-term career goals?
  • Go through the candidate’s resume and ask questions about legal experience and skills that align with the hiring objectives you identified.
  • While asking questions about the resume, consider asking about the highs and lows regarding project-specific work, education or employment.
  • How do you prioritize multiple assignments?
  • What feedback have you been given on the work you have done?
  • What skills and strengths are you hoping to improve on in the next several years?
  • Ask questions about red flags identified, such as gaps in employment.
  • One of the last questions you should ask is: Do you have any questions for us? If the candidate has no questions it could be a sign of a lack of interest or a lack of preparation. But not always.

Behavioral-based Questions

Sometimes, asking behavioral-based interview questions may help you identify which candidates are likely to be high performers in your work environment. Specific questions will depend on the needs you have identified. Consider these types of questions:

  • Persuasiveness/emotional intelligence. Tell us about a situation where you had to persuade a boss to accept your point of view.
  • Tell us about a time when you struggled on a project.
  • Tell us about a time you failed at something.
  • Tell us about a time when you had to admit making a mistake.
  • Grit and determination. Tell us about a time when you wanted to give up in a work setting but chose to persevere.

The 20/80 Rule

Effective interviewers will talk about 20% of the time and allow the candidate to talk 80% of the time. Refrain from doing most of the talking. The only way you will be able to evaluate whether each candidate is a fit for you is to ask questions, let them answer them and ask follow-up questions.

By following this general protocol, you should be able to assess candidates’ hard and soft skills to determine whether their legal acumen, work style and personality will fit into your environment. If you take the time to define your needs and prepare for each interview, you will increase your chances of hiring the right lawyer for your practice

Randi Lewis

Randi Lewis, is a Partner Practice Group, Managing Director with Major, Lindsey & Africa. Randi represents and places partners, groups and associates into law firms of all sizes. She also collaborates with their in-house team to place lawyers in legal departments of local, regional and global businesses.

More Posts

Digg This
Reddit This
Stumble Now!
Buzz This
Vote on DZone
Share on Facebook
Bookmark this on Delicious
Kick It on
Shout it
Share on LinkedIn
Bookmark this on Technorati
Post on Twitter
Google Buzz (aka. Google Reader)    Send article as PDF   

Filed Under: Featured StoriesPractice Management

About the Author: Randi Lewis, is a Partner Practice Group, Managing Director with Major, Lindsey & Africa. Randi represents and places partners, groups and associates into law firms of all sizes. She also collaborates with their in-house team to place lawyers in legal departments of local, regional and global businesses.

RSSComments (0)

Trackback URL

Leave a Reply

  • Polls