Conclusion
We all know that bad hiring decisions are costly, both in economic terms and in the reputational currency of the legal department. Getting it right is probably the single most important responsibility of a general counsel.
Good hiring decisions require two things: (1) a thoughtful process that aligns the criteria for selection with the criteria to which the legal department as a whole is subjected; and (2) a core acknowledgement that tools other than the judgment and instincts of the general counsel and/or the hiring manager are required. Establishing such a process takes a bit of doing and a modest investment of time and effort and training. In larger companies, the human resources departments can help in creating customized screening and assessment tools. Many larger companies are also adding legal operations managers who bring consistency and efficiency to the recruiting process.More and more companies are discovering that once such a recruiting infrastructure is in place, the legal department and the company as a whole will benefit immeasurably.
Liquid Legal Context
By Dr. Dierk Schindler, Dr. Roger Strathausen, Kai Jacob
As we have taken deep dives into creating different, entrepreneurial- minded environments for lawyers (Tumasjan and Welpe), as we have learned about the unstoppable force of change and opportunity that comes with legal tech (e.g. Markfort, Wojcik and Zetterberg, Bues and Matthaei) and as we have learned about the different and new types of roles (Brenton) and skills that are needed, there is a glaring question in front of us: How do we hire against a profile that needs to encompass all of the skills needed to work in this new environment?
Escher taps into the wealth of his experience in advising clients globally in hiring legal talent. He calls an end to the traditional three-pronged approach to hiring: credentials, culture fit, pro-forma reference check.
He is brutally honest when he sums up that, too often, we basically look at the lawyering skills plus a gut feel on the culture fit, based on a personal conversation, when we take a hiring decision.Escher offers a very tangible and practical guide as to “what to measure” in the hiring process. He also adds recommendations on how to do it. Reading his conclusions and recommendations, they are in line with what we can derive from the other articles in terms of skills and mindset required. When technology shaves off the repetitive and standardized part of the jobs in the legal industry, next to technology, talent becomes an even more important asset than ever before. Then, a planful, objective and well developed approach is an obvious key to success.
W. Jon Escher is the Co-Founder of Solutus Legal Search, a premier legal search firm based in California and operating internationally to assist companies and law firms in recruiting top legal talent.
Jon is a graduate of Stanford University and the University of California Hastings College of Law. Jon practiced law in a top Boston law firm and served for 7 years as Assistant General Counsel to Tyco International.
A recognized expert in the legal search field, Jon is a frequent speaker on panels and at law schools throughout the United States.