Running an effective firm depends heavily on finding and using leverage. There just aren’t enough hours in the day for firm owners to do everything that needs to get done. Unavoidably, we need people to help us execute on our vision.

Over the course of my career, I’ve managed pretty big teams a couple of times in different settings. Both times have left me clear on a few things:

First, the difference between a great hire and an okay hire is way more than you would think. It’s not 2x or 3x. Probably more like at least 10x if you could actually calculate total value created. Second, it’s perilously easy to make hires that are just okay or worse. I can’t even tell you how many times I have been rock solid sure that someone I’ve hired was going to be the rocket fuel to launch the organization into the next level of performance. And I was wrong about that a humbling percentage of the time. The old advice about hire slow and fire fast is old advice for a reason. It’s right. And third, the chances of making a great hire are improved by designing and following a system (checklist, really) that minimizes the chances of you making an unforced error.

I’ve outlined my thoughts on what might go in such a checklist below. And I’ve included a sample checklist to get you started, though your priorities and firm needs can and probably should vary from this. Consider it a starting point not a sacred text.

I. Clarifying Hiring Needs to Optimize Firm Performance

A law firm operates on efficiency. Every hire must contribute directly to the firm’s ability to process cases, serve clients, and generate revenue. Before beginning the hiring process, firm leadership must determine whether adding personnel will improve operations or merely introduce unnecessary overhead. A growing caseload may justify hiring an associate, while inefficiencies in document management or scheduling could indicate the need for additional support staff. This decision must be grounded in a clear assessment of workflow constraints and long-term strategic goals.

Once the need is established, clarity is critical. Junior attorneys and support staff serve different functions, and their contributions must be well-defined. A new associate may be expected to manage discovery, draft motions, or handle depositions under supervision. Support staff should have specific, measurable responsibilities, whether in case management, client communication, or administrative work. A lack of precision in defining roles creates inefficiencies that undermine the very reasons for hiring in the first place.

II. Crafting Job Descriptions That Attract the Right Candidates

A firm’s hiring process begins long before interviews—it starts with how the role is presented. Vague job postings yield subpar applicants. Instead of generic descriptions, firms should craft clear, precise job postings that outline necessary skills, qualifications, and responsibilities. Junior attorney postings should specify experience levels, practice areas, and required competencies, such as research, client interaction, or litigation support. Support staff descriptions should highlight technical proficiencies, including familiarity with case management software and administrative workflows.

Beyond listing duties, job descriptions should communicate the firm’s expectations. If long hours or aggressive case deadlines are part of the job, this should be stated outright. If professional development and mentorship are a priority, this too should be emphasized. High-performing candidates—those who will integrate seamlessly into the firm’s structure—gravitate toward organizations that set expectations with clarity and confidence. A strong job description does not attempt to attract every candidate but instead filters out those who are a poor fit from the outset.

III. Building an Efficient Recruiting Pipeline

Finding the right candidate is not about passively waiting for applications to arrive; it requires a structured, proactive approach. Firms should distribute job postings across multiple channels, prioritizing platforms that attract legal professionals. Law school career centers and alumni networks can be invaluable for junior attorneys, while professional organizations for paralegals and legal assistants often yield strong candidates for support roles.

Beyond passive listings, firms should leverage their existing networks. Strong hiring pipelines are built through referrals from colleagues, former classmates, and professional associations. Engaging in legal networking events, maintaining relationships with local law schools, and even working with legal recruiters can expand the firm’s reach. Relying solely on job postings introduces randomness into the hiring process, while a structured recruitment strategy ensures a consistent flow of qualified candidates.

IV. Developing a Systematic Screening and Interview Process

Effective hiring requires more than evaluating resumes. The best candidates demonstrate competence in action, not just on paper. Initial screening should include a review of writing samples for attorneys and task-based evaluations for support staff. Before a candidate reaches the interview stage, their ability to handle the core responsibilities of the job should already be apparent.

The interview itself should be structured, repeatable, and focused on assessing both technical skill and firm culture fit. Behavioral and scenario-based questions allow interviewers to see how candidates think under pressure. For attorneys, a short legal research or writing assignment can provide insights into analytical abilities. For support staff, a practical task—such as organizing a mock case file—can gauge attention to detail and efficiency. The objective is to replace subjective impressions with measurable performance indicators. A systematic interview process reduces hiring mistakes and ensures that decisions are based on demonstrable skills rather than gut instinct.

V. Closing the Hiring Process with Precision

Once a candidate is identified, firms must move efficiently to secure the hire. A detailed offer letter should outline compensation, responsibilities, and firm expectations. Delays at this stage introduce risk—strong candidates often have multiple offers. A firm that communicates quickly and clearly signals its professionalism and seriousness about the hiring decision.

Before finalizing an offer, background checks should be completed, and references should be contacted. This step is not a formality; it serves as a final safeguard against hiring missteps. Once the candidate accepts, onboarding should be streamlined and immediate. A slow or disorganized start can erode enthusiasm and create early friction. The hiring process does not end when a candidate is selected; it ends when that individual is fully integrated into the firm’s workflow.

Conclusion

A small law firm cannot afford hiring mistakes. Every addition to the team must improve operational efficiency and align with strategic objectives. The firms that build strong hiring systems—defined by clarity, structure, and rigor—will consistently attract and retain high-quality talent. Those that do not will find themselves mired in turnover, inefficiency, and underperformance. In hiring, as in legal work itself, systems outperform improvisation.

One-Page Hiring Checklist for Small Law Firms

Step 1: Define the Hiring Need

• Identify workload gaps and determine if hiring is necessary
• Decide if you need an attorney or support staff based on firm operations
• Set a budget for salary, benefits, and overhead costs
• Define the role’s key responsibilities and expected contributions

Step 2: Create a Clear Job Description

• List specific job duties and skill requirements
• Include required experience, certifications, or software proficiency
• Set clear expectations for work hours, responsibilities, and firm culture
• Use precise language to filter out unqualified applicants

Step 3: Build a Recruiting Pipeline

• Post the job on legal job boards, bar associations, and law school career centers
• Tap into referrals from colleagues, clients, and professional networks
• Attend legal networking events or use recruiters if needed
• Screen applicants quickly to maintain a steady candidate flow

Step 4: Screen and Interview Candidates

• Review resumes, writing samples (for attorneys), and work history
• Conduct an initial phone or video interview to assess communication skills
• Schedule structured, in-person interviews with behavioral and scenario-based questions
• Use work-based assignments (e.g., legal writing for attorneys, task simulation for support staff)

Step 5: Make an Offer and Finalize Hiring

• Conduct reference and background checks before extending an offer
• Send a clear, detailed offer letter with salary, benefits, and job expectations
• Set a start date and communicate onboarding steps
• Move quickly – top candidates may have multiple offers