Why Not Law Firms?
After performing assessments to better identify a candidate’s strengths, a hiring partner or managing partner can determine whether those attributes are consistent with the firm’s values generally and conversely — whether the firm, given its overall composition and goals, is a good fit for the candidate’s specific strengths. The information can also help a firm better place the new lawyer in practice groups, firm committees and client teams. For example, some strengths, such as extroversion or relationship building skills, might steer an associate towards public relations or client development. For those lawyers strong in conscientiousness or intellectual curiosity, the best practices or technology committee might be a better fit. Still, most law firms use no hiring assessments at all, nor do they plan to. Given their successful application by legal entities that have embraced assessment tools and with potential benefits so evident, why do many law firms persist in avoiding them? One
