Recruiting For Massive Growth

Business is booming, and you’re ready to expand your law firm. Whether you’re looking to go from a sole proprietorship to a partnership or further expand your already vast legal network, it is imperative that you select an attorney who fits in with your firm’s vision and culture.

Outlining Your Ideal Candidate
Before you hit up job fairs and law school campuses, it’s important to sketch out a basic idea of the type of lawyer you’d like to hire. Should this person have experience in a specific area of law? Are you willing to work with somebody fresh out of law school? Make one list detailing the bare minimum requirements, and another with qualities that your dream job candidate would possess. Determine which areas are absolutely essential—and where you’re willing to make allowances.

Where to Recruit
In today’s digital age, there are endless avenues for recruiting exceptional legal talent. However, while digital recruiting tools can be valuable, traditional search methods often prove most effective. Local law schools can be a great source of fresh talent, especially for associate attorneys and legal clerks. Other lawyers prefer to seek talent from bar associations and other professional organizations. Still others outsource the job to professional recruiters. There is no one source of talent that works best for every firm, so try visiting several locations and conducting a thorough online search. Keep track of outreach efforts to determine where you’re able to find the best candidates.

Website and Social Media Optimization
In addition to actively recruiting, prepare your online presence for any job seekers who may be interested in working for your firm. Optimize your web content to improve online visibility, and be sure to maintain an active presence on social media. Add a page to your website for job seekers, detailing the type of lawyer you’re looking for and how to proceed with the application process.

The right recruitment tools and techniques can help you land the best and brightest professionals in the legal industry.

High Performance, Highly Profitable Law Firm Management

Turning your law firm into a high-performing practice requires the management of a variety of complex efforts. You must juggle managing your clients with your ongoing professional development, and embrace the fact that your firm needs to be run like a business. In the end, this will result in greater work satisfaction and improved service to clients. Frequently attorneys are averse to business management activities, and lose sight of the fact that the firm needs to be developed and managed in the same way as individual reputations, professional development and cases. These are interrelated, and when one is neglected, all are affected. Ultimately, your client service will suffer or thrive depending on how you decide to manage your practice.

Here are some tips to help you along the way:

  • Your ethical and professional responsibilities should be your highest priority: you are a lawyer first, and a businessperson second. Run your practice like a business; constantly managing marketing, sales, operations, finance and recruiting. Professional development includes training on how to run your law firm or hiring the right company to run it for you.
  • Strategic planning must cover both professional and business development. Your reputation is your business and your name really becomes your brand—built on the foundation of your work and past results. Think about your personal goals and how choosing what type of lawyer you want to become will serve those goals in the future. Determine ahead of time where you need to be flexible and where you must stand firm and embrace the change that these decisions may require.
  • Recognize from the beginning that you are not accountable to anyone but yourself. This can mean unlimited opportunity, but also the necessity to develop yourself as an attorney. Success as a lawyer—especially on your own—requires a high level of skill in your chosen practice area of law. Don’t scrimp on investing in your own development. Let someone else handle the business and administrative work for you.
  • Take responsibility from the beginning, making your choices carefully when work will be completed and on what schedule. Determine how to effectively run your client’s case, and work to gain the experience to be proficient and operate without supervision.
  • Monitor your return on investment for all firm marketing efforts. Make sure your measurement methods are reliable, so that you can determine what is working and make good decisions on campaigns and tactics that are effective and do not waste firm resources.