By Linda Green Pierce
Continuity and consistency are essential watchwords in the process of successfully closing the deal on rainmaker candidates.
Here is a checklist of key strategies to enhance your firm’s chances of landing desired prospects:
-- Name a point person. Many large firms have a lateral hiring committee dedicated solely to that function. That is, members are not involved in the more day-to-day hiring of associates and don’t travel to law schools.
Absent such a committee, a firm should establish a primary lateral hire person as the firm’s representative. Ideally, this should be the Managing Partner or a member of the Executive Committee who can answer strategic questions and who has access to financial information, hiring practices, lateral hiring orientation procedures, the compensation system and succession planning.
-- Ensure confidentiality for prospects. This is critically important. Your own partners can be the biggest source of leaks outside the firm. They sometimes inadvertently will sputter "12-year employment litigator" to one of their friends, and people can figure things out from such leaks.
Deliver the confidentiality speech to each member of the lateral committee before a candidate interview process starts. All firm members involved must be reminded not to mention the candidate’s name outside of the firm, and should refrain from slipping bits of information as to candidates’ number of years of experience, practice level, possible clients and so forth.
But they also should not mention the candidate inside the firm, if the candidate has asked for an initial interview with just the lateral committee (or lateral partner if there is no committee) and the Managing Partner. Often laterals from another firm don’t want their resume floating around in the potential hiring firm, or distributed generally to the whole hiring committee. Typically they want their information confined to just to one partner and the Managing Partner until candidates learn enough to allow a wider distribution of their information.
Reassure a candidate throughout the process, and reinforce with your firm partners, that all conversations will be held in confidence. Make sure your assurances can hold up.
-- Getting to know you. This may seem obvious, but firm members involved should convey interest and get to know candidates personally. If possible, meet their significant other. These introductory aspects may justifiably become the entire subject of a first meeting.
-- Meet and greet. Most likely the partner you are courting, especially if he or she has an attractive client following, is approached often. When you meet with the candidate, treat the event as a meeting and not an interview. Firing off a series of associate-level interview questions is not appropriate. The candidate is successful and established and is a possible future partner and colleague. The meeting should reflect that status.
-- Put your best foot forward. Involve partners who speak most eloquently about your firm and who are closers.
-- Offer witnesses. Include any other lawyers who have been brought in laterally and who speak well for your firm.
-- Individuality counts. Don’t assume every lateral partner’s interests are the same. Probe for what matters to the partner in his or her business and personal success. Don’t assume the answer is money -– that motivation is often one or two ticks down the list. Candidates’ major incentives frequently revolve around future practice potential. Sometimes it is as simple as being able to provide adequate support and top associate talent.
-- Paint a picture. Show candidates the firm’s solutions to their concerns. Provide a picture of the firm’s resources, and explain how the firm would support the candidate’s success in his or her practice needs.
-- Speak with one voice. Brief your partners each time you meet again with the candidate. The candidate needs to hear that everyone is on the same page throughout the process.
-- Keep score. Advise the candidate on your process. After each meeting, summarize what has taken place in that meeting, tell the candidate the next step, and discuss the anticipated time frame.
-- Stay focused. Keep the process on track and moving. Many firms are energetic in the early going, then get sidetracked with other firm matters. A delay in getting back to the candidate implies lack of interest -- and may result in losing that candidate. The lateral hiring partner or an appointed designee must assume responsibility for keeping the process moving.
-- Money matters. Have the Managing Partner or lead financial person explain (again if need be) the compensation system and any current or anticipated changes. Share financials at the appropriate point.
-- Saying the vows. Finally, provide an understandable offer. Make sure the candidate comprehends the contract or equity terms. Make the offer in person. This is not a date; this is a marriage proposal and requires appropriate ceremony. Clarify any concerns and provide the candidate with clear financial contribution information. Discuss staffing support and how files will be transitioned.
Linda Green Pierce is President of Northwest Legal Search Inc., a lawyer consulting and placement firm established in Portland in 1987.
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