For years, we have developed and fine-tuned our proven approach to talent acquisition, assessment and development enabling us to help your practice and organization become better. We help you add superior legal talent through better knowledge and understanding.

Regardless of the background and experience needed, we strive to provide the finest knowledge workers within the legal community for your contract, contract-to-direct and direct-hire staffing needs. Our team is made up of highly trained industry specialists with significant knowledge of the legal talent market. Our success is derived from our strong research and communications skills as well as our extensive industry contacts.

We put significant time and thought into our search and recruiting efforts aided by our full-time research team. Our legal staffing clients receive the benefits of higher quality hires. Quality hires enable our clients to achieve their organizational goals

As an employer knowing how to organize better hiring around behavioral interviewing leads to improved hiring success. Statistics show that through the use of a behavioral interviewing model new employees are four times more likely to be successful.

Traditional employment interviewing is based upon whether the candidate is liked rather than on their natural ability to succeed in the position to be satisfied. This traditional approach explains why people fail to achieve management’s performance expectations. The initial focus of the behavioral interviewing process is to identify personal characteristics necessary for success in each specific role.

The behavioral characteristics that produce high performance are used as a basis for developing behavior based questions. As an example, a sales person may be required to show perseverance in a sales situation. Behavioral-based questions could be “Please tell me about a recent sale you were involved with where you experienced road blocks.” “What was the situation?” “What challenges did you encounter in order to make the sale?”  “What actions did you take to overcome these roadblocks and make the sale?”  “Where and when was this?”

Each candidate is asked the same behavioral-based questions that identify specific related situations, the challenges encountered, the actions taken by the candidate, and the results of these actions. This formula is repeated for each previously identified high performance characteristic.

Candidates can also employ behavioral-based interviewing to their advantage by communicating in the interview how their past successful behaviors and corresponding results causes them to be the best person for the job.

HOW TO PREPARE FOR A BEHAVIORAL INTERVIEW:

To prepare for a behavioral interview, take the following steps:

◦Make sure you have clearly defined the competencies for the role. General competencies may include:

1. Enthusiasm
2. Knowledge/skills
3. Problem solving
4. Team building
5. Leadership
6. Communication
7. Flexibility
8. Persistence
9. Empathy

 

◦Develop a series of questions which will enable you to find out if each candidate has the desired competencies. Questions might take the form of:

1. Can you provide an example of how you have…
2. Tell me about a situation where you…
3. Please provide an example of a situation where…
4. Tell me about a time when….

 

HOW TO EVALUATE THE CANDIDATE IN A BEHAVIORAL INTERVIEW?

There are three types of competencies to look for:

◦ Content competencies – work/role specific

◦ Functional/transferable skills – used generally with people, information or things, regardless of the  specific environment

◦ Adaptive or self-management skills – personal characteristics