Dealing with trainee allocation is a three week exercise in frustration for everyone involved. One of our clients has aptly described it as “three weeks during which I age by three years”. Now, there’s a better way!
Law firms need trainees like a society needs children. Yet in an era of increased lateral movement of associates and partners, the importance of a firm’s homegrown talent is often underestimated. Successfully recruiting and retaining trainees is a key factor in a firm’s success, not only in financial terms, but also when it comes to building a home-grown cohort of new company leaders.
A 30/70 split of women to men in partnership positions by 2020 has long been held as a laudable goal for the UK legal industry — but unless things change, it’s unlikely to happen anytime soon.
Does a better performance at A-levels predict a better performance as a lawyer? If they had to bet, most people would say yes to that proposition. Well, most people would be wrong, as our data shows.
Having the best people is vital to any company. However, hiring the best staff is difficult — you can’t know if your hiring decisions are right until several months (sometimes years) after the hire has been made.
In recent years, there has been a significant increase in the number of tools used to help assess candidates, including personality tests, cognitive tests, and gamification. Notwithstanding the insights these tools may yield, interviews are still at the core of recruitment, and especially of the final decision. However, little has been done to assess how effective people are at conducting interviews, and whether they are able to correctly make the critical hiring decisions.