When Should You Hire An Attorney For A Car Accident – When a law firm decides who it wants to interview and hire, hiring managers often ask: Do we like this attorney?
Do we like and want to hire this lawyer? The answer to this question depends on the people who review resumes, conduct interviews, and many other factors. Ultimately, most law firms will hire people they like. However, for a law firm to succeed in hiring lawyers, it must understand its shortcomings in evaluating and hiring lawyers every step of the way. These shortcomings can seriously undermine the recruitment process.
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In most hiring discussions I’ve been in, law firms hire lawyers because someone at the law firm liked the candidate. This person became an advocate in the hiring process and convinced others that this candidate was the best choice. You are more likely to hire people when someone you trust becomes their advocate. A strong advocate will play down the lawyer’s shortcomings by highlighting his strengths and making a convincing case for hiring this particular candidate over another. I have seen this happen countless times. But affection too
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The best indicator of a candidate’s future success. Law firms must recognize their weaknesses in hiring and discard a candidate’s attractiveness as a barometer of success.
Hiring is a very human thing. Law firms are made up of people who have external connections to others. They have friends, business contacts, and other unique relationships with other people that they value. These relationships often determine their behavior and dictate who to hire. If someone associated with a lawyer recommends that they hire a certain lawyer, the law firm will often go to great lengths to hire that person.
From an evolutionary point of view, people are arranged that way. They prefer to hire people who are recommended by other people associated with them because they like to have a personal connection with the candidate, and not with a complete stranger. Before the advent of phones, formal background checks, and similar tools, there was no other way for employers to effectively background check potential candidates other than through the recommendation of someone they trusted. Although things have changed, today such recommendations are given the same importance. If we like and trust someone who recommends another person to us, we are more likely to be interested in that candidate.
When I was a clerk for a federal judge, he interviewed several people for a clerkship. At the time, I was talking to a group of Mormon missionaries. Although I didn’t go to the Church and wasn’t interested in it (I wasn’t married and lived with my fiancé – big no, no), I thought they were very good people. They have done any job for me without remuneration and I have been blown away by their seriousness, work ethic, honesty and more.
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When the lawyer from the School sent his resume to the judge’s office, I decided that this person would be a great addition to the judge’s staff, and I made sure that he was interviewed and hired. I lobbied for their interviews (“Why would we interview someone who never worked or lived outside of Utah?”) and hired them because I believed in the person’s past. Despite a much better academic suitability for a judge, I made the youthful and irrelevant assumption that this man was “likeable” and a better candidate for the position. I did everything I could to convince the judge and other members of the House to hire him. Because of my very positive experience with a group of Mormon missionaries, I thought I liked people like him.
The same “process” happens every day in law firms across the United States—and often with astonishing inefficiency. People are hired because they are liked by someone who is connected to the candidate through a third party.
Early in my career in employment, I had an unusual experience that I will never forget. I hired a lawyer at a law firm in Los Angeles, and after about six months, he was unhappy.
He called me on the phone and offered to meet for lunch. I met him and he told me he was unhappy that he didn’t have a job because the partner he was hired for had gone to another firm and wanted to know if I could help him get a new position. I told him I couldn’t because I placed him in the firm he worked for, was grateful for their work, and transferring him to another firm would be disloyal to them. The lawyer was upset and started crying. He then told the firm what had happened and that he was upset that I would not help him.
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I didn’t expect to hear anything else about it. However, a few days later I got a call from a law firm. They “resurrected” several candidates that I sent them a few months ago and said they wanted to interview them. The recruiting coordinator told me that I had become “their new favorite recruiter” and they wanted to do everything they could to connect with me and help me grow. In quick succession, they hired four candidates from me. The firm’s recruiting coordinator told me that they “prefer” candidates from me because they know they can trust me. On two occasions they stated that the same lawyers I had introduced to them had previously filed applications weeks earlier “on their own”, but they were going to grant my application, not the candidates. In other cases, they hired dubious candidates.
I saw this kind of thing all the time when I was recruiting. The first recruiter I ever hired at my firm asked me if I could pay him commissions for lawyers hired by a particular firm (whether they came through him or not) because he had a contact there. When I asked him who it was, he matter-of-factly told me that it was a “hire partner” and that the hired partner was his soulmate and they lived together. I didn’t attach much importance to this agreement, but I began to respond to orders at the firm every time they appeared, and agreed to pay my recruiter a small commission for him to recommend a job.
It turned out to be a great business decision. The firm hired dozens of my candidates for every job they had. I became their recruiter of choice, and for years they found reasons to hire my candidates over those who applied directly or through other recruiters.
What made this even more unusual was that once a firm had interviewed someone, they almost always hired them. In retrospect, many of the lawyers hired by this firm through me were wrong. One attorney, for example, had never worked for a law firm and lacked the skills and training to work there. Other lawyers have been out of work for years and have no desire to practice law. However, the law firm hired each of these people despite being a great firm that could have done better. It was a long time ago, and this relationship is no more. However, it was exciting and taught me an important lesson: for better or worse, connections matter.
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Law firms should also be aware of the opposite. When law firms prioritize candidates who are somehow connected to the firm, they can overprice the best candidates, which is a form of self-sabotage for any firm seeking to make sound hiring decisions.
For years, I dealt with a midwestern law firm that never interviewed or hired the candidates I sent them. A few years later, I called a recruiting partner and asked him why. He told me that he was “friends” with a recruiter who sent him all his candidates. This kind of favoritism seemed, in my opinion, quite detrimental to both the law firm and the able candidates who applied through connections. I started asking about this lawyer for hire. I found out that he was a cocaine addict and slowly spiraled out of control over several years. Then I was introduced to the head of the law firm, and I started talking to him about hiring people there. Eventually one of my qualified candidates was hired by this firm.
In any case, the hiring process at this Midwestern law firm was hurting her. The law firm was holding back growth because of favoritism—and that was a common problem. A law firm could have hired far more qualified candidates if it hadn’t provided one hiring partner with a preferred connection.
The favoritism that law firms have for individual recruiters, people associated with those who work inside law firms, and others in the hiring process is well known, but it’s not as common today as it was in the past. Such communication is considered useful for law firms when hiring people because communication appears to increase trust between the parties involved in hiring decisions.
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Often, sympathy for the recommender punishes people who might otherwise be outstanding candidates for the firm. While one person’s opinion can carry a lot of weight, ignoring
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Originally posted 2022-09-21 01:55:56.