Legal recruiting and hiring is never easy and especially now with five generations in the workplace and the working landscape forever changed by the pandemic, it can be incredibly challenging.
A group of New Jersey’s law firm leaders offered insights into the strategies they employ that have proven to be meaningful at a New Jersey Institute for Continuing Legal Education seminar recently. While they agreed there is no magic bullet for finding and keeping good employees, open communications is important to any issue or approach.
Program moderator Craig M. Aronow, co-founder and partner at Rebenack, Aronow & Mascolo, said it is key to have a clear plan, or mission, to keep attorneys and staff engaged outside of just doing the legal work – and that is true for solo, small, mid-size and large firms.
“You have to be intentional about keeping them. It’s not just about money. You have to give them a sense of fulfillment. If you are not intentional about making lawyers feel like you are listening to them and they are part of the mission of the firm… then you run the risk of losing them,” he said.
Here are three key strategies to consider:
Kirsten Scheurer Branigan, who founded KSBranigan Law PC in Montclair, said caring for the mental health and well-being of attorneys and staff at the firm is especially important.
“I shout from the rooftops to anyone who will listen about how important this is. People need to talk more about it, remove the stigmas associated with it. Firms are really starting to get it,” she said. “We talk about mental health in my office constantly whether it is attorneys or staff because it is that important.”
Randi W. Kochman, co-managing shareholder at Cole Schotz PC, which is based Hackensack, said fostering a connection among everyone who works at a firm is critically important, especially in the wake of the pandemic where many people were isolated. The firm holds virtual and in-person events, has charity programs, and retreats to keep people feeling together. That helps the people at the firm and has an extended benefit outside the firm.
“It’s all about the connection that you are constantly trying to keep. Just being together is important,” she said. “When you have that connection people feel it, clients feel it, recruits feel it, staff feels it. It is important.”
Diana C. Manning, managing principal of Bressler Amery & Ross, PC, based in Florham Park, said generational diversity in the workplace has required changes throughout the firm. For instance, younger attorneys seek out more feedback than prior generations. Communication and education are critical to helping firms navigate issues, grow and retain attorneys.
“It’s incredibly challenging. While there is always some truth to the generalizations about generations, it is important to remember that people are not monolithic and come at this from all different ways,” Manning said. “Our newest lawyers come in every day, and I have boomers working every day but not coming in at all. There does need to be a lot of education (about generational differences and goals) both ways.”
The conversation also covered topics like remote work and flexibility; diversity, equity and inclusion; and communication skills.
NJICLE is the educational arm of the New Jersey State Bar Association. The program will be available on-demand in the coming weeks. Visit NJICLE.com to see the full library of upcoming and on-demand programs.