How many times have you heard the phrase "I only hire A-players"? Maybe you've even said it yourself! We all like to think our teams are the bee's knees, and while that might be true for some businesses, it's notoriously tricky to really know what an A-player looks like during intake.
Companies these days are bending over backward to attract top talent. Organizations such as Salesforce are sending 'thank you' notes to their interviewees, not the other way around! Thus, the problem of a competitive jobs market is compounded by an equally competitive hiring process!
Despite all of this, many firms haven't given a huge amount of thought to who and how they hire. On Personal Injury Mastermind, Chris Mursau from Topgrading shared insights from his career helping organizations find A-players and hold on to them.
Here are a few key concepts to consider when you're questioning the value of your recruitment strategy and the importance of hiring well.
Why Should You Care So Much About Recruiting?
You know this already, but it's always worth reminding yourself: your people are your firm. Period. This is old wisdom, but it stands up to scrutiny. In fact, the skillset of employees accounts for 85 percent of a company's assets. For personal injury firms, client experience is key. When your employees win, you all win, and when they lose, you all lose.
The recruitment process shouldn't be put on the back burner or handed off to someone else. If you want to fill your team with A-Players, you'll need to put the hours in to make sure it's up to your own personal high standards. Chris Mursau believes you should devote as much time to your hiring process as you would any other important business process.
When hiring managers, look for candidates who not only possess strong leadership skills but also demonstrate the ability to empower their teams and foster collaboration. For lower-level employees, prioritize candidates with a willingness to learn and grow, as their potential to develop into A-Players can significantly elevate your firm's performance in the long run.
A sound recruitment methodology has plenty of benefits:
- Boosts diversity and inclusion — great for you and for prospective hires, 67% of which told Glassdoor that a diverse workforce is important when considering job offers
- Provides consistency — in fact, organizations with a standard onboarding process experience 50% greater new-hire productivity, according to the Society for Human Resources Management
- Gives your firm credibility and proves your values — 66% of candidates believe interactions with employees are the best way to get insight into a company
- It paves the way for highly skilled hires—which is why we're all here!
Crucially, the interview process isn't just about getting a read on your prospective hire. They're also vetting you! According to Software Advice's recent survey, a massive 63% of job seekers will likely reject a job offer because of a bad candidate experience. Don't lose the players before the match has even started!
The Astronomical Costs Of Hiring the Wrong Person
So, you've hired an attorney who's not as great as they made out to be in the interview, but they're ok. How bad can it be? Hold on to your hats, folks, because this might shock you!
Every single wrong hire is going to cost you money, whether you're thinking about the cost of hiring the wrong employee at an entry-level or an executive position. When Topgrading studied the cost of a bad hire from the top to the bottom of an organization, they discovered that:
- The cost of a bad hire at the lower level — say a cashier at a grocery store — costs 1X their annual salary
- The cost of a bad hire at the executive level costs, on average, around 24X that person's base annual salary
The figures are astounding! If you're still not convinced of the damage caused by hiring the wrong person, you should check out Topgrading's 'Cost of a Bad Hire Calculator', which breaks down those costs into segments.
Other Potential Financial Repercussions of Bad Hires
In addition to wasteful hiring costs spent on high turnovers and recruitment advertising fees, there can also be significant financial repercussions that you may not immediately consider. One of the most serious consequences is the potential for allegations of a hostile work environment. If an employee’s actions foster conflict, discrimination, or harassment, it could create a toxic atmosphere that affects morale and productivity—and result in costly legal fees.
Legal disputes are not just expenses in terms of lawyers' fees; they can also result in settlements or jury awards, which can be astronomical. The financial implications of these claims can severely impact your firm’s budget and employer brand.
Signs of a Bad Hire: What to Look For
Recognizing a bad hire early can save your law firm a lot of headaches down the road. While it can be challenging to admit that someone isn’t working out, acting on red flags as they arise is crucial for maintaining a positive work environment and ensuring your team remains high-performing. Here are some common signs that indicate a potential wrong hire.
Continued Poor Performance
One of the most obvious signs of a bad hire is a consistent pattern of underperformance. If the employee fails to meet their objectives, misses deadlines regularly, or produces low-quality work despite coaching and support, it’s time to take a serious look at whether they’re suited for the role.
Poor Communication Skills
Effective communication is vital in any law firm. If you notice that an employee struggles to articulate their thoughts clearly, misinterprets instructions frequently, or fails to provide updates on their progress, it could be a sign of deeper issues. Miscommunication can lead to errors, confusion, and even client dissatisfaction.
Lack of Accountability
A solid team player takes responsibility for their actions. Meanwhile, bad hires consistently blame others for their mistakes or avoid taking ownership of their work, which can create a toxic atmosphere. This disregard for accountability not only hinders their professional growth but also negatively impacts their colleagues.
Resistance to Feedback
Constructive feedback is an essential element of growth. If an employee becomes defensive or dismissive when provided with feedback, it can indicate a lack of openness to development. A poor attitude toward feedback can stunt their progression and may hinder team dynamics.
Disengagement or Low Motivation
An engaged employee is typically eager to contribute and grow within the firm. If you notice signs of lost productivity, such as lackluster participation in meetings, a decline in enthusiasm for projects, or frequent absenteeism, it might signal that these new employees are not invested in their roles or the firm’s success.
Conflict with Colleagues
While disagreements can naturally occur in any workplace, consistent conflict or tension between an employee and their colleagues is a red flag. If an employee frequently finds themselves at odds with others or creates a negative atmosphere, it could be a sign that they aren’t a good fit for the team culture.
Difficulty Adapting to the Firm's Culture
Every law firm has a distinct culture and set of values. If an employee struggles to align with these, whether it’s about collaboration, work ethic, or commitment to client service, it can lead to persistent friction. Bad hires often feel isolated from the team and can ultimately undermine employee morale.
High Employee Turnover Rates
While not always directly indicative of a single employee, if you notice a pattern of high turnover in the department shared by the bad hire, it could be a clue that their behavior is impacting overall job satisfaction within the team. Employees might be leaving not just for better opportunities but also to escape a challenging work environment shaped by the bad hire.
So, Who Are The A-Players?
An A-Player has a couple of key components that should help you spot them a mile away.
- Firstly, they're a high performer. That means delivering the results expected and then some. A true A-Player will exceed your expectations and contribute more than you perhaps imagined.
- Secondly, they fit your culture. They contribute positively to your team and share your company's values in a real, tangible way.
Chris Mursau from Topgrading explained that the technical definition of an A-player is:
"Someone who is in the top 10% of talent available for the pay."
Chris specifies that the pay piece is also very important. It does not say that you have to shell out at the top of the global pay range for a particular role. Instead, you calculate what you can afford, connect that with your business goals, and then find someone in the top 10% of available talent willing to do the job for that amount of compensation.
Can You Develop an A-Player?
If top candidates aren't showing up to your interviews and you're sure your hiring strategy isn't to blame, there is another way! Chris Mursau explains that it is possible to hire B or even C players and train them to be the rockstars you need! It all depends on the immediate competency requirements.
- Got ample time and resources? Then B-players are gone! Chris says you can use a developmental culture to help new hires rise to another level quickly. Mentorship is key here, but with the right attitude and resources, you could soon have an A-player on your hands.
- No time? No resources? Or, perhaps, too much waste? Forget about it! It sounds like you need an A-player to get the job done right now. Hiring someone who isn't prepared for the role won't bring you the results you seek, and it isn't fair on the job candidate.
As a general rule, Chris Mursau suggests actively bringing people into lower-level positions and grooming them for mid-manager positions. The time and effort will pay off in the long run, you'll be able to craft a role for the individual to truly shine in, plus, they'll contribute to fostering that all-important company culture along the way. Speaking of which...
Help, My A-Player Is Toxic!
Every attorney can come up with at least one example where they've hired someone who was technically great at their job but terrible for culture. A toxic person in the workplace doesn't just affect that one employee. In fact, they can take down the entire workforce. It leaves you wondering if rockstar employees are really worth the hassle. Cy Wakeman of Reality-Based Leadership makes the excellent point that a truly valuable player will respect the team dynamic:
"High-value players respect and nurture team dynamics. Although success requires individual traits like gumption, initiative and resilience, its ultimate expression can only be realized in the context of a team."
However, there is a balance to be struck. Would you keep on a team member who is excellent at their job but just an OK culture fit? We're dealing with individuals here, and your firm culture is unique to you, so you'll ultimately need to assess the damage. However, a truly toxic contributor to the firm environment should be removed swiftly and professionally without taking anyone else along for the ride.
