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[quote=Anonymous][quote=Anonymous][quote=Anonymous][quote=Anonymous]I have a half baked theory that people are really only open to feedback on how to do their jobs the first 3 years or so they are doing it.

Hiring a lateral is basically a crapshoot because you have no idea how someone else trained them and the odds they trained them the way you would have are pretty low since organizational cultures vary more than you’d think. And getting them to switch to your culture/expectations is going to be pretty hard. [/quote]

+ 1 and think about why they are lateraling. Firms all expect the same work product, hours etc. If they’re trying to get away from a bad partner or moved cities, ok. Otherwise, why are they leaving just to go to another place with the same job? If they hate the job they should leave Biglaw altogether (that’s what I and many others I know did). My guess is you’re getting the bottom of the barrel folks. Why aren’t you training up your own? If the culture is as gentle as you say, you shouldn’t have the retention issues that lead to needing lateral hires. [/quote]

OP here, and these responses are very helpful. As to your last question about why we aren't training up on our own.... I have a somewhat niche practice, where associates are often not interested in committing because it pulls them off the more traditional client work. So i don't have anyone in the senior associate ranks.  But in the last few years it's become a very hot area (both the quantity of work, and associate interest) and I have a couple very junior homegrown associates we've been training up and they're fantastic.  But the quantity of work we have is completely overwhelming, and there aren't enough internal associates to handle it, and so we have looked outside the firm too.  [/quote]

NP here. I am former big law, now in house. My DH is a big law partner. I would be concerned that you don’t have mid and senior level associates that stay in your group and that you have a need to hire laterals. I know you explained you have a niche, but are you taking the time to really train and mentor good talent so that a junior level wants to stay in your practice group? Are you grooming talent to elevate her/him one day to be elected partner?

My DH had to change his mindset because he kept having people who he really wanted to stay leave. They were leaving because the hours were too demanding, or their family life was suffering or they thought he was too difficult. He is very particular about who he gives work but how he takes so much time with them to mentor and listen to them, support them and he’s had several associates (including a few laterals) make partner that he nominated. Now he has a very good reputation as a partner who will have your back and associates want to work for him.

Laterals are tricky. He has had more success with hiring laterals who are moving to the DMV for their spouse’s job vs someone who is already local or laterals who came with a new partner.

As in house, I don’t like seeing on the bill an associate charging me for redlining and attaching emails. We go over that stuff; I would ask you to write that off. And you need to be training all new hires on how to do this stuff (turn into  pdf, how redline works, how to scan, etc). Even in house has to do that with our hires. Just go over it with every single new hire. I am amazed at what younger people in my office do know how to do and then don’t know. I’m 50, I am not tech savvy but at least once a week I discover some 20-30 something doesnt know how to edit a PDF (for example). Just have a system for all new hires, it should be taught or reinforced on their first or second day. Seriously. [/quote]

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