Structured Panel Interviews For Associate Hiring Webinar 10 ăƒť June 2015
Fall Recruiting Season: Let’s Review
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Fall Recruiting Process • Firm sends attorneys on campus for OCI. • Attorneys interview candidates for 20 to 30 minutes. • At the end of the interview, the attorneys must decide on whether or not to call back the candidate.
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Fall Recruiting Process • Attorneys then select a group of candidates for a call back interview at the firm. • The candidates next go through a series of one-on-one interviews with attorneys at the firm. • At the end of these interviews, each attorney must decide whether or not to offer a summer associate position to the candidates. © 2015 Lawyer Metrics
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At the end of this process‌
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Do you have . . . • An example of when the candidate demonstrated initiative by going above and beyond what was required? • An example of when the candidate took the lead on a team and helped work through the interpersonal issues to achieve a successful result? • An example of the biggest accomplishment from the candidate’s recent work history? © 2015 Lawyer Metrics
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If not, it is likely that you have spent the entire interview process on recruiting the candidate and not focusing on selecting the right candidate.
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Recruitment
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Selection
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Recruitment •
Judge likability.
•
Determine if there is a cultural fit.
•
Provide an opportunity for lawyers to make a personal connection.
•
Provide an opportunity to market the firm.
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Selection • Evaluate a candidate; • Using objective measures; and • Select the one(s) who have the highest probability of success at your firm.
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Selection Methods PREDICTORS
VALIDITY
HIT RATE
PERFECT PREDICTION SCHEME
1.00
100%
JOB TRYOUTS
.44
72%
BIOGRAPHICAL INVENTORIES
.37
69%
STRUCTURED BOARD INTERVIEWS
.35
68%
REFERENCE CHECKS
.26
63%
JOB-RELATED EXPERIENCE
.18
59%
ONE-ON-ONE INTERVIEWS
.14
57%
RATINGS OF TRAINING
.13
57%
YEARS OF EDUCATION
.10
55%
INTERESTS (PREFERENCES)
.10
55%
RANDOM SELECTION SCHEME
.00
50%
Schmidt, F.L. and Hunter, J.E. (1998). The Validity and Utility of Selection Methods in Personnel Research: Practical and Theoretical Implications of 85 Years of Research Findings. Psychological Bulletin, 124, 262274. © 2015 Lawyer Metrics
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Selection Methods PREDICTORS
VALIDITY
HIT RATE
PERFECT PREDICTION SCHEME
1.00
100%
JOB TRYOUTS
.44
72%
BIOGRAPHICAL INVENTORIES
.37
69%
STRUCTURED BOARD INTERVIEWS
.35
68%
REFERENCE CHECKS
.26
63%
JOB-RELATED EXPERIENCE
.18
59%
ONE-ON-ONE INTERVIEWS
.14
57%
RATINGS OF TRAINING
.13
57%
YEARS OF EDUCATION
.10
55%
INTERESTS (PREFERENCES)
.10
55%
RANDOM SELECTION SCHEME
.00
50%
Schmidt, F.L. and Hunter, J.E. (1998). The Validity and Utility of Selection Methods in Personnel Research: Practical and Theoretical Implications of 85 Years of Research Findings. Psychological Bulletin, 124, 262274. © 2015 Lawyer Metrics
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Recruitment
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Selection
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Selection Focuses On • Obtaining the information we need to determine if this candidate is likely to succeed in your firm’s environment. • To do this, first you must first identify the skills, behaviors, and traits that make someone successful at your firm. These are collectively known as the “Success Factors.” • Each law firm has a distinctive list of success but there are some commonalities. This is the Lawyer Metrics Success Factor Model. © 2015 Lawyer Metrics
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Lawyer Metrics Success Factors Initiative Client Focus Responsiveness Teamwork Communication Analytical Ability Decision Making Business Acumen Š 2015 Lawyer Metrics
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Lawyer Metrics Success Factors Initiative Client Focus Responsiveness Teamwork Communication Analytical Ability Decision Making Business Acumen Š 2015 Lawyer Metrics
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Initiative
Takes proactive steps to improve or enhance client service, improve internal operations, and/or raise the reputation of the Firm; plans ahead for upcoming problems or opportunities and takes appropriate action.
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Initiative
• Seeks opportunities to gain experience and take on more responsibility. • Goes above and beyond requirements and expectations. • Has a history of seeking out more challenging work. • Demonstrates commitment to do what it takes to complete a task.
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Initiative
Tell us about a time when you went “above and beyond” the call of duty. What was the situation? What prompted you to go the extra mile? What was the ultimate result? © 2015 Lawyer Metrics
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Example: Associate Level Scorecard
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Recruitment
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Selection
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The Problem with Recruitment We make an initial judgment and then find facts to support that judgment. This is known as “The illusion of validity” and can lead to unconscious bias.
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Structured Panel Interviews Structured interviews circumvent cognitive biases, “straightening” the evaluative ruler.
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Evaluative Ruler = Scorecard
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Structured Panel Interviews 1)
A structured set of behaviorally based interview questions,
2)
in a highly organized setting,
3)
using a systematic and methodical process.
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1. Behaviorally Based Interview Questions Past behavior is the best predictor of future behavior.
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2. Highly Organized Setting Panel of four interviewers, seated in a specific arrangement, with questions assigned to them beforehand.
Int 4
Int 3
Candidate
Int 2
Int 1
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Four Panel Interviewers Lawyer 2
Lawyer 1
Candidate
Lawyer 4
Lawyer 3
Lawyers rate candidate individually.
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Consensus Scoring Success Factors
Partner 1
Partner 2
Associate
Prof Staff
Consensus
Initiative
7
6
5
6
Discuss
Client Focus
6
6
4
5
Discuss
Responsiveness
5
4
4
4
Discuss
Teamwork
8
7
7
7
Discuss
Communication
6
7
6
7
Discuss
Analytical Ability
9
8
8
7
Discuss
Decision Making
8
7
7
8
Discuss
Business Acumen
6
5
5
5
Discuss
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3. Systematic and Methodical
The interviewers ask questions in Stages (1, 2, 3, 4), proceeding in a specific order.
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Selection Methods PREDICTORS
VALIDITY
HIT RATE
PERFECT PREDICTION SCHEME
1.00
100%
JOB TRYOUTS
.44
72%
BIOGRAPHICAL INVENTORIES
.37
69%
STRUCTURED BOARD INTERVIEWS
.35
68%
REFERENCE CHECKS
.26
63%
JOB-RELATED EXPERIENCE
.18
59%
ONE-ON-ONE INTERVIEWS
.14
57%
RATINGS OF TRAINING
.13
57%
YEARS OF EDUCATION
.10
55%
INTERESTS (PREFERENCES)
.10
55%
RANDOM SELECTION SCHEME
.00
50%
Schmidt, F.L. and Hunter, J.E. (1998). The Validity and Utility of Selection Methods in Personnel Research: Practical and Theoretical Implications of 85 Years of Research Findings. Psychological Bulletin, 124, 262274. © 2015 Lawyer Metrics
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Value
Cost • Money • Time • Emotion
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Value
Cost • Money • Time • Emotion
More “A” players Fewer “C” & “B-” associates Less rework fewer write-offs Less outplacement More satisfied clients who hire your associates • Sense of competence in hiring and development • • • • • •
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FAQ: What are the diversity implications of this type of structured interview process?
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Zero Performance Gap Based on Race and Gender
(n = 350 candidates, 2011-13 recruiting seasons combined) Š 2015 Lawyer Metrics
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More Selective, Higher Yield
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More Diverse
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