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Köp Recruiting and Retaining Lawyers av Rebecca Normand-Hochman på leondumoulin.nl Innovative Strategies to Attract, Develop and Retain Legal Talent.
Table of contents
- Attracting & Retaining Legal Talent: Insights from LegalWeek 2018
- Recruitment Rut? Here's How to Get Top Legal Talent in the Door
- Career sabbaticals
Laddas ned direkt. Skickas inom vardagar specialorder. The competition for talent that leading experts started to describe in the s has now become a reality in the legal profession.
Attracting & Retaining Legal Talent: Insights from LegalWeek 2018
Like most industries across the globe, the legal industry is facing a shortage of exceptional people. Although in some jurisdictions there are more lawyers than the market can absorb, the reality is that the number of lawyers with the right skills is limited and that organisations are fighting to attract and retain the best professionals in a legal market that has become globalised and where mobility is now the norm.
The ability of law firms to adopt innovative and tailored recruitment and retention strategies for their size, culture and market has become a strategic priority and one of the biggest determinants for a firm's competitive success. This practical handbook, coordinated by Rebecca Normand-Hochman on behalf of the International Bar Association, explores the opportunities and challenges for adopting effective recruitment, development and retention strategies.
The voice of the client even made it into the competency discussion when several panelists made the point that competencies needed to evolve based on what clients want.
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As an example, one firm consulted its clients to ask what competencies they look for — not surprisingly, there was very little overlap. There was also much debate over the challenges posed by the outdated criteria that big law firms use to screen candidates — grades, law school prestige, bar exam score, etc. As long as Big Law continues to use the prestige of the law school, GPA and Bar exam score for its main hiring criteria, the diversity of lawyers will continue to be a challenge, panelists explained.
Moreover, these criteria are not very good predictors of who will be a successful lawyer and what lawyers will be the best rainmakers, although one panelist made the point that grades are an indicator of good research and analysis skills in first-year associates.
Recruitment Rut? Here's How to Get Top Legal Talent in the Door
On the other hand, one law firm noted its most successful lawyers have had work experience before law school, including in the military, and demonstrated at least one interest outside of school, such as student athletics. Throughout the day, the challenge of attracting and retaining minority talent was discussed.
One individual indicated that to ensure the success of your talent, an organization must have top-down and bottom-up approaches. From the top, your talent strategy must be aligned with the business strategy. Moreover, expectations of those involved in executing talent management must adhere to expectations and behaviors outlined at every phase of the lifecycle of talent: recruiting, onboarding, matter assignments, professional development, career development, performance evaluation, attrition, and alumni.
Career sabbaticals
Once minority talent is hired, there must be a commitment to monitoring what clients and matters to which the diverse lawyers are getting assigned, the type of work they are doing on the matters, and their rates of utilization, panelists explained. To support the retention of diverse talent, it is critical for each practice area leader to own the development of the associates in her or his practice with available tools. One such tool is a scorecard that reports on key metrics of all diverse talent from recruitment to promotion to attrition, broken down by office and practice group.
Similarly, another panelist noted institutional bias in recruiting because most heads of recruiting at Big Law firms are white, and in order to remove bias from the recruiting process, the evaluation committee has to be diverse. Indeed, a study completed by Dr.
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While many firms have cultural competency training, according to one panelist, it is very much in its infancy within the legal profession. Natalie Runyon has more than 20 years of experience working and volunteering for multinational corporations, non profits, and the US Government — Thomson Reuters, Goldman Sachs, and the Central Intelligence Agency.