The Ultimate Guide to Law Firm Recruitment: 6 Key Factors Attorneys Consider

 

Introduction: Transforming Your Legal Career

This webinar today, I am excited to present it because it is a webinar whose subject matter I believe can dramatically change what happens in your legal career. It is also a presentation that I have given to several law firms, probably at least 20 law firms, about how to get people to work there. It is about how law firms convince people to work there, and in addition to that, it is about the factors that you should always consider before joining a law firm. These are very important decisions because most attorneys make mistakes when they are deciding what law firm to go to.

I am going to talk to you about how other attorneys, including summer associates, make decisions about what law firms to join, and I am going to talk to you about how important each of these decisions is to what is going to happen to you in your career in the long run. Literally, the decisions you make for each of these six things will often dictate the course of your entire career and your life in terms of being happy at work, in terms of making the income you want to make, in terms of staying employed, or having your own practice. These are the most important things. I have come up with this list after over 25 years of counseling attorneys, speaking to several of them a day, usually at least 10, in terms of their careers. I watch what happens to people based on making decisions. I watch what happens to people that I have placed, the type of decisions they make, and what they did afterwards.

The good news is if you understand these decisions and make the right ones, you can really have an exceptional career in this business, but if you do not, you can get into trouble. This is a live webinar, which means that at the end of the presentation, we will take a quick break of just a minute or two, and then I will come back and answer questions. I should be able to get to all the questions today. I may not be able to because I do have an engagement, but I should be able to after the presentation. If you have any questions while I am giving the presentation, it is a good idea to put them in the chat. You can think about how this stuff relates to you personally. All the questions are confidential; I am not going to display your name or anything like that. I encourage you to ask questions about how this stuff impacts you.

You may find some of the strengths and limitations in the way you have thought about working in a law firm, and then you may get a better frame of decision in the future about the things that really matter in terms of your career. You can make decisions based on these things now, or if you are a young attorney or an older attorney, you should also be basing your career around these decisions. It really comes down to just six things for being very happy and successful practicing law.

One of the interesting things in the legal profession is a lot of people will say they join firms for different reasons, but usually, there are other things really going on beneath the surface for joining firms.
 

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See Related Articles:

• The Top 6 Ways Attorneys Choose What Law Firm to Work For
• Top 25 Most Prestigious Law Firms
• How to Choose the Right Law Firm and Geographic Area for Your Legal Career

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Why Law Firms Must Understand These Factors

I am going to talk to you about what to look for and the questions you should ask if you do get offers. If you are a law firm—and this is a very popular presentation for law firms—I am going to talk to you about how law firms can talk to people in a way and offer them something that would make them likely to accept offers and want to work there. It is also a way to help law firms grow, because law firms are ultimately dependent on having people wanting to work there, people that are excited about working there, and attracting and recruiting more people. That really is one of the essences of being a law firm: you cannot grow unless you can attract people and say the right things.

I am going to talk to you today, if you are a law firm, about how to say the right things. This is an incredibly important topic for law firms because law firms that do not grow see it affect their profitability. Law firms that do not grow and do things right see it affect their ability to generate clients, the quality of attorneys that come to work there, and the compensation of partners and associates. Law firms really need to understand what I am talking about and why it is so important because if you do not understand this, your firm will not grow, and you will not be profitable. I see firms all over the country that have a very difficult time recruiting people because they do not understand the thought process that goes into people working there.

The central point here is that pay is important, but out of the six things I am going to talk about today, pay is number six. What attorneys are really doing most of the time is choosing firms based on their perception of the firm, not necessarily just the paycheck. I say that based on having looked at the placements I made, and I am very surprised that in most cases when multiple different things are being considered, compensation is usually about number six. It is not that way for all attorneys; it is often just for attorneys from certain backgrounds. People that are not always from the largest firms doing consumer-facing work—meaning they work in insurance defense, personal injury, trust and estates, or immigration—will often make decisions based on compensation. But other attorneys that are not in that position will often make decisions another way. I am going to try to teach you how people that know what they are doing choose firms and how that can benefit you tremendously.
 

The Top 6 Factors

These are the six factors that are important:

• Prestige: What is the firm? What is the name? How familiar is it? What is its reputation? The reputation obviously has a lot to do with the attorneys and the work there. If you have a law firm, you have to be very concerned about the prestige of the law firm.

• Sense of Importance: Attorneys want to feel like they are part of something exclusive and meaningful, that the work is important, and that the people there make them feel important.

• Sociocultural Fit: The firm's culture, how people relate to the culture, how they are integrated, and how comfortable they feel with people.

• Work Offered: What type of work is it? Is it the kind of work the attorney wants to do? Is it focused on one practice area or multiple practice areas? Do you have to work in the office or remotely part of the time? All these things matter.

• Advancement Potential: How likely is it an attorney will advance if they do things right? Are they likely to become a partner or counsel?

• Money: The paycheck.

I am going to give a lot of examples today about how important each of these are. They are extremely important, but usually, when you are looking at the factors that matter the most, money is not the first one; it is the last one. This is how you should be directing your career because there are so many objectives you should have as an attorney.

Money is a very dangerous thing. You need to think in terms of having access to work. Are you doing things that are continually going to give you access to work and make you happy? Are you going to run out of work? How is the firm going to give you work? Are you going to be able to stay working if you go there, or might you have to leave? It is scary, and it may be difficult to find another job. Are you going someplace where you could become a partner and advance, or if you are a partner, a place where the firm will allow you to bring in certain types of clients and charge certain rates?

All this is incredibly important, and you need to understand that the factors beyond money are really the ones attorneys need to be absolutely the most concerned about: prestige, importance, and sociocultural fit. The first is psychological meaning: how does the firm make the person feel? The other is more rational: money, type of work, and advancement potential. For some people, the psychological component is more important, and for others, the rational floor is more important. You need to decide what kind you are, but ultimately all of these things are extremely important.

As I talk about this stuff today, I hope you will think about each factor and realize you can make changes in terms of how you think about things. My goal for you is to be as successful as possible in this profession, to advance, to do work that you enjoy, to work with people you like, to be happy, to make as much money as possible, and to always have access to work.
 

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See Related Articles:

• Understanding the Pros and Cons of Different Law Firm Type
• What You Need To Know About Law Firms
• How to Choose the Right Law Firm for Your Career

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The Critical Importance of Access to Work

People do not understand how important access to work is, and I will explain briefly what that means. Access to work means you have clients or a law firm giving you work. Anytime you are working for someone, that person is a client. If someone is giving you work, how many clients do you have? How likely is it they will continue to give you work? How stable is the firm?

I saw someone recently who had been at big, really good firms like Gibson Dunn for the first 14 years of his career, most recently as a counsel. Then he did something he thought was a good decision: he went in-house. The position lasted maybe six months. It is very common for people from large firms to jump into in-house positions. Once you go in-house, you want to go to a place that is very stable, but people do not know how to evaluate the legal departments of in-house jobs. The legal department could have major turnover; if the general counsel leaves, everybody could leave.

He lost his job, and because he had gone in-house, law firms were not interested in him because they figured he would go in-house again and was not committed to the law firm practice setting. For two years he was unemployed and lost access to work. He had never generated business, so for two years he was unemployed until I eventually got him a job with a small firm. It was not easy. If you lose access to work, you do not get paid, and you are not part of anything.

People leave firms all the time to make sure they have career stability. The best attorneys, the smartest people who often did the best at the top law schools like Yale, do not choose law firms mainly because of prestige; they choose things that they think are important, that give them stability and access to work.
 

Factor 1: Perceived Prestige

Every practicing attorney knows what the top 100 or 200 law firms are. They recognize the name and know those firms have super high hiring standards and specific types of attorneys. If you go to Harvard Law School and do exceptionally well, you are going to know it is a big deal if you can get a job at Wachtell, Simpson Thatcher, or Sullivan. The best students at the best schools will try to go to a small handful of firms. People are conditioned to believe that prestigious is better.

Most attorneys at the biggest firms have been conditioned to believe in prestige from a very young age. They try to get into the best colleges they can when they are young, work as hard as they can to get into the best law schools, and then try to get the best grades to get into the best firms. This push is very deeply ingrained.

I remember when I went to UVA for law school. I got there, and there were people who had gone to Harvard, Stanford, MIT, and great colleges. The idea was they were chosen probably not just based on GPA and LSATs, but based on the quality of colleges they went to. People who went to the best colleges try to get into the best law schools, and the people that get into the best law schools try to get into the best law firms.

I have had instances with a strange opening where a top 50 law firm is looking for a senior person without business in a certain practice area, and if I call people all over the country at less prestigious firms, they will say, "Hell yeah, I want to go there."

Some people go to firms based on the name, places where their friends, family, and future clients have heard of. They go based on the size of the firm, the deals, the famous clients, or because they want to work with accomplished attorneys based on their pedigree. This is extremely important and something everyone thinks about in their careers for a long time. They want to be in the best firms, which also often means higher pay and more compensation.

Prestige is not necessarily just a perception game. Large national firms have a reason for people to go there, and especially early in an attorney's career, if you can get into the most prestigious firm, it should be the most important thing to you. You are going to get the best litigation, corporate work, and regulatory questions. The volume of this type of work is real. Having a wide variety of work is important, and being able to work in different practice groups and offices means people can pivot without changing firms.

It also means you are going to get more stability. Large law firms have lots of revenue coming in, and certain firms have a history of never laying people off. You can make incredible amounts of money, have really good support staff, good IT, and resources to develop business. The names of these firms are going to keep opening doors for you decades after you have left.

People feel very proud. An attorney 25 years out will talk about the first firm they joined. Everybody takes this stuff very seriously. One of the main things is you get that brand, but you also get trained on major clients. The work the largest law firms do is much different than smaller law firms. They have clients willing to pay a lot for legal services, and attorneys are able to work deals and litigation into a lot of details. You become very detail-oriented, mistakes are not tolerated, and your work is looked over by general counsels who have also been at big firms.

Working in a large law firm is a very smart decision earlier in your career, and also later if you need access to a certain type of work you are not getting somewhere else. In general, the more stable and larger the firm you are at, the better training you are going to get.

Your first five years you really should not even be worrying about compensation. You should be working in a firm that has the best attorneys because you are going to get the best training. Your first five years, you have to learn a practice area and how to do something, and getting paid to do that is fantastic. Very important to get that training early in your career; the better attorneys that train you, the better attorney you are going to be.

When people are trying to get into the best firms, lawyers are a group of people that work for others, and they want to work in the most prestigious setting. They want to work for certain types of clients and get validation based on serving others, typically people or businesses with a lot of money. It is a middle-class profession, and people are always competing to be on that track. When an attorney is looking for a job, their first decision is generally motivated by the prestige of the firm.

I know a guy who went to NYU and was from Syracuse. His first summer he worked at the leading firm in Syracuse, and his second summer he worked at Skadden Arps. People almost always choose the larger and more prestigious firm. This shows how prestige is so important. Middle-class people default to brands because brands are safe, and they believe the larger firm will be more stable. To some extent large law firms may be more stable, but in other extents they may not be because they can over-hire and then let people go, whereas a smaller law firm might not pay as much but can afford to keep people around.

Attorneys who do not land at a prestigious firm out of school will keep trying year after year. If you start at a small law firm and get experience in a practice area large law firms do (like trust and estates, immigration, commercial litigation, IP), and you keep trying, you can eventually get into a major law firm. I knew a woman from a decent firm in Chicago who wanted to be a partner at Latham & Watkins. Over 15 years, she developed a multimillion-dollar book of business, got an interview at Latham & Watkins, and was told she had a chance with her $5 or $6 million worth of work. You can move into a prestigious firm if you keep trying.

How can a smaller law firm that does not necessarily have a name communicate prestige? They will often talk about how they are the best firm of their kind in the country, have the best type of litigation or specialized corporate transactions, discuss their impressive client list, and talk about how difficult it is to get an offer there.
 

Factor 2: A Sense of Importance

The sense of importance is something that can beat prestige, salary, support staff, and all these different things. It means asking how important that work seems, how important the law firm's actions seem, and how important the attorney feels working there. Attorneys want to feel part of something exclusive, meaningful, hand-selected, and feel like there is a story for them joining the firm.

If an attorney goes to a name-brand firm, people assume that is a good choice, but it often is not. You can go into a branch office that is in trouble or join a firm where all the partners are leaving.

People that go to Yale Law School will do things like join the EPA or a public interest organization because they are not thinking about prestige or money; they are thinking about doing something important. Bill Clinton became a professor at the University of Arkansas Law School, and Barack Obama became a community organizer and taught at the University of Chicago Law School. People will do specific jobs that make them feel important.

Smaller firms are doing important work. I knew a Harvard Law graduate who wanted to sue police for brutality because that was important to her. Sometimes people are interested in indigenous tribes. The smartest attorneys, like Supreme Court clerks and Rhodes Scholars, will often choose work they believe is important over making more money or working in a larger firm.

In a movie based on a John Grisham book, Tom Cruise's character Mitch goes to Harvard and interviews with a firm in Memphis called Bendini, Lambert, and Locke. He had zero ties there but was offered a BMW, a house, a huge salary, and a way of life. They made him feel important, told him he would have an extraordinary career, created a sense of scarcity by saying they make few offers, and sold him on being a member of an exclusive club.

Quinn Emanuel grew in a similar way. Bill Urquhart, a partner who had worked at Cravath, recruited top graduates by calling them directly. He told me he gets hundreds of resumes, usually throws them in the trash, but really liked mine. He said they were the best firm of his kind in the US, and he did this all before people learned anything specific about the firm's practice, clients, or compensation. Very few people turned down offers after he made them feel exclusive and important.

Smaller firms can attract the best talent by making people feel important. When deciding which firm to work in, you can make your decision like a private equity person would: invest in firms that are growing, doing something new, and where employees are motivated. Are you joining a place that is going to be somewhere much better in a few years? Do you feel what you are doing is important?
 

Factor 3: Sociocultural Fit

I hate it when people miss this one. The culture of the firm matters the most, meaning the type of people you would be working with. There are firms heavily weighted towards people that are Christian, Jewish, of certain races, people who played college athletics, or have different geographic cultures. You should try to work with a group of people that are like you, share qualities with you, and that you get along with. You could join a firm and just not fit in there.

People originally were in small tribes of maybe 75 or 120 people before farming. They were suspicious of outsiders, dressed a certain way, and looked at the world a certain way. Law firms are similar; you are part of a group supposed to be cohesive and protect each other. Are the people like you? Does the attorney feel comfortable there?

I remember interviewing with one firm where I was so uncomfortable. No one was smiling, it was austere, incredibly quiet, and the partners and associates seemed unhappy and uptight. I knew someone else who went to work there and thought it was the greatest thing ever, staying 10 years. But for me, it was not a culture that matched. When I joined my first firm, it was a culture that matched, and I would have done very well there.

When I first moved to Los Angeles, I interviewed with Heller Ehrman. The people were highly qualified and smart, but they were different. One man was wearing leather pants, a chain, and a tight white T-shirt. Some had American Spirit cigarettes on their desks. Meanwhile, at other firms, everyone was wearing a coat and tie and was very serious. Every firm has its own culture.

People will hire you, advance you, and you will feel more comfortable in places where people are like you. If people like you, good things happen; if you do not mesh with the culture, bad things happen, and you are the first person to be let go. Mentors will take an interest in you to the extent you remind them of themselves when they were younger.

When interviewing, consider the chemistry. Do you connect with the associates? Does the firm seem interested in connecting? Do the secretaries seem happy? What does the energy feel like? Firms will talk about meritocracies, but more than 50% of advancement decisions are not just about hours billed; they are about if people can connect with you.
 

Factor 4: The Type of Work Offered

This should strongly influence your decision, and it is something law firms can compete on. Law firms will ask you why you are looking, and one of the best reasons you can give is that you want to get a certain type of work. You might want more responsibility, the ability to develop business at a smaller firm, or the ability to work on larger litigation and deals at a larger firm.

I had a patent attorney who interviewed with a firm that would pay him much more, but he declined because he only likes working on one client, and at that firm, he would have to work for multiple partners and clients. People choose firms based on doing depositions, trials, appeals, or international transactions. Firms with unique work should communicate that to attorneys.

Some patent prosecutors leave firms because they want to go into litigation, which is often a better long-term decision because there is more money in it. Some want to work for private companies, while others want larger public company deals.

When interviewing, you have to be very careful about asking anything that would disqualify you. You do not ask questions about working remotely or how cases are assigned. The best question to ask is, "What would I have to do over the next six months to be one of the best hires you have ever had? How can I help you and make your life easier?" No one asks this, and it takes you from a 50/50 shot to an 80% job.

You also need to think about access to work: are you going to have work in the long run? This means you are not going to get fired because there is not enough work. I had a guy in Australia who got a job at a major US law firm in New York because his child and significant other lived there. He was senior without business, so he was let go after two years. He declined an interview at a good firm in Grand Rapids because it was "too small," could not get a job at another large firm, and had to return to Australia, losing access to work.

Another guy went in-house after 12-14 years at big firms, lost his job after six months because the company merged, and was unemployed for two years trying to get another job. You always want to keep access to work coming.
 

Factor 5: Advancement Potential

Early in your career, the training you get is more important than advancement potential, but after a few years, you need to think about if you are going to be able to advance. If you are not going to be able to advance, it is not a good situation, and you should leave.

When I clerked for a federal judge in Bay City, Michigan, there was a young attorneys group. Looking back 20-plus years later, all those attorneys were at the same firms, and they were partners. The market you are in can help you advance.

I was helping a firm in Orlando with a merger, and the guy in charge said, "We don't care about our associates. We're not going to make anyone partner anyway... we can always get more associates." Big firms like Cravath and Sullivan & Cromwell do not need to make partners, but if you go to a middle-market firm, you can advance.

Most attorneys do not understand titles:

• Counsel: Typically for attorneys whose work quality is good, but for whatever reason are not partnership-tracked, or older attorneys wanting to cut back.

• Salary/Service Partner: People who get a salary, usually without business, but do good work and have client contact.

• Rainmakers (Equity Partners): They have the biggest client relationships, bring in work, and give it to others (Finders vs. Grinders vs. Minders).

Smaller law firms can attract people based on clear paths to becoming a partner. A middle-market firm in LA trains its associates on how to go out and get work, leading to partnership. Are you going to a place where you can advance?
 

Factor 6: Compensation and Money

Money is not irrelevant; it should be competitive, but it is not the most important thing your first five years out of school. The reason is you are getting trained in a practice area, which you can use your entire career. After a certain number of years, money is important to support a family and save for retirement, but it is one of many factors.

I do not understand why law firms are so cheap. A firm may expect an attorney to generate a million dollars, but only pay them 200,000, when paying 300,000 or 400,000 would attract more people and they would still make money. I had a senior attorney accept 250,000, but a couple of weeks before starting, he got another offer paying 350,000 or 400,000, and the first firm lost him by being cheap.

Psychological factors, culture, feeling comfortable, access to work, and advancement are much more important than money. Money should be a threshold. If I were looking to work as an attorney right now, I would make culture and prestige the number one things, followed by the importance of the work and advancement.

 

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Questions and Answers

 

Law School Transfers

Question: Should I transfer to a higher ranked law school or is it better to stay where I am if I am near the top of my class?

You should if you can get into a top 14 or top 25 law school and you are at a law school that is not up there, you should definitely transfer. Even if you are not in the top of your class, the name of the law school carries more weight than that if it is a top law school that sends people to big firms.
 

Confidential Lateral Attorney Searches

Question: How can a law firm conduct a confidential lateral attorney search without alerting competitors or internal attorneys?

Recruiters can do it. You can contact people on LinkedIn, or a lot of times firms will email people right at their other firms, and that can be effective.
 

Comparing Competing Law Firm Offers

Question: How should I compare competing law firm offers when each firm seems strong in different ways?

You should ultimately go to the place that you feel most comfortable, where people match the kind of person you are, and where you feel like you can be advanced. I also think making sure the firm has enough work so that you are constantly going to have things to do is important.
 

Aggressive Law Firm Recruiting

Question: What warning signs should I watch for when a law firm is trying to recruit me aggressively?

If a law firm is trying to recruit you aggressively, that is a good sign. It is not a negative sign; it means there is something in your background that they like, and there is nothing wrong with a law firm recruiting you aggressively.
 

High Attorney Attrition

Question: Is it a red flag if a law firm has a lot of attorneys leaving them?

Yes, it is. It could be about the culture or other things, but the reasons for them leaving matter. If people are leaving because they are losing their jobs or it is a cultural fit, that is a bad thing. If senior attorneys are leaving because of up and out at almost every large law firm, I would not worry too much. The biggest thing I would look at is making sure you are thinking about whether partners are leaving and taking work with them, and you should worry about that.
 

Choosing Between Practice Area and Prestige

Question: I am deciding between two summer associate offers, one in the practice area I want and one in a more prestigious firm. What should I choose?

Early in your career, you should choose one based on prestige. But if you know you do not want to do a certain type of work, for example transactional vs. litigation, you should do what you are drawn to. If you are drawn to reading and writing, choose litigation. If you do not want to do transactional work, you shouldn't do it even at a great firm unless you can do litigation.

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About Harrison Barnes

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About BCG Attorney Search

BCG Attorney Search matches attorneys and law firms with unparalleled expertise and drive, while achieving results. Known globally for its success in locating and placing attorneys in law firms of all sizes, BCG Attorney Search has placed thousands of attorneys in law firms in thousands of different law firms around the country. Unlike other legal placement firms, BCG Attorney Search brings massive resources of over 150 employees to its placement efforts locating positions and opportunities its competitors simply cannot. Every legal recruiter at BCG Attorney Search is a former successful attorney who attended a top law school, worked in top law firms and brought massive drive and commitment to their work. BCG Attorney Search legal recruiters take your legal career seriously and understand attorneys. For more information, please visit www.BCGSearch.com.