Bad picks slow down plans, affect firm culture and shake client confidence.
Most lawyers would agree that their biggest asset is their people. They’d probably also agree that their biggest vulnerability is their people. And yet when they get busy, the pace of the recruiting process doesn’t allow for a thorough assessment of, guess what? People.
So, predictably, some new hires don’t work out. The new hire eventually leaves or gets terminated and it’s back to the drawing board to search for the next recruit. In some cases, this process drags out for months, or even years, while principals or supervisors debate whether or not they should let someone go.
But all’s well that ends well right? Maybe. Or maybe not.
To make that call, the real cost of a bad hire, aside from obvious expenses like recruiting fees, time lost doubling up on interviews or training, and the downtime between hires, needs to be better understood…