Hiring and Interviewing: An Impact Sport

Hiring and Interviewing - an impact sport. Some win, some lose, but the basics can be learnt!

At its core, executive search is a two-way street, especially on the lateral partner front. The candidate and the firm have to go into an interview with intention. Complacency and uncertainty fail every time; time itself is precious and a commodity that shouldn’t be wasted.

There is no perfect recruitment process, but the best firms and the best candidates approach interviews with strategy and intent. Success is based on three key things:

1. Impact,
2. Engagement,
3. Alignment of Ambitions.

Candidates should be aware that an interview is not just about getting an offer; it's about finding the right fit. Successful careers often include sustained spells of promotion and personal development, therefore you must present in a way that reflects this. To firms, recruitment is more than just analysing a candidate's credentials, past performance, clients, billables, team size, and so on; all of this is important, but ultimately, you are striving to develop a case that answers the fundamental question: why should they join your firm?

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It's all about impact.

Irrespective of whether you are a candidate or a hiring partner, your aim should be to leave a lasting, positive impression. Candidates should emphasise the most powerful elements of their experience and how those align with what the firm needs. Be genuine; standardised dialogue doesn’t work. Select the details you want the person opposite to really retain. For firms, that means making sure that the messaging about culture, growth trajectory, and strategy comes through loud and clear. Every touch point helps to form the candidate's impression of the firm, and impressions created in this process tend to stick long after the interview is over.

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Engagement is key.

An interview is a conversation, not a monologue. Both parties should listen as much as they can and thoughtfully engage the interviewers with responses that indicate understanding. Equally, firms must understand that a candidate evaluates a firm to a great extent and vice-versa. Remove distractions that interfere with listening, such as an inbox ping or a phone call, as well as those things that are present in the back of your mind. Try to eliminate all distractions and engage. Make eye contact and answer questions honestly; it will all make a difference.

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Align your ambitions.

Speak clearly about the mission. Several firms in the legal market have quite ambitious growth strategies, but not every candidate will align with the vision of each. Candidates need to be clear about what motivates and inspires them when it comes to the mission of a firm. Use targeted questions to assess alignment on culture and strategy. Firms likewise need to articulate their ambition and assess where that new hire fits within that. The best firms don't just talk about strategy; they link it directly to the candidate's potential role.

The devil is in the details. Firms should consider a candidate's experience, starting from their arrival. A well-coordinated welcome, appropriate interview setting, and the base ingredients like refreshments indicate professionalism and respect towards them. For the candidates' part, it should be a given: show up on time, bring your best, and don’t underestimate the power of a summary at the close, highlighting the most topical points and flagging any concerns that need further consideration.

Feedback is paramount. Among the top reasons firms lose good candidates, poor communication plays a major role. Candidates must understand where they are, not only for decision-making considerations but also for personal development. Candidates need to understand where they stand, not only for their decision-making purposes but also for their personal growth. Those firms that give definitive, honest feedback - even when the news isn't positive - maintain goodwill and their strong reputation in the market.

Thoughtful questioning enhances the process. Interviews should evolve with each stage: candidates should avoid generic questions and instead build from what they've already learned, demonstrating genuine curiosity about the strategy and culture of the firm. Firms, in turn, should structure their process in a manner that is respectful to a candidate's time and recognises previous discussions. Asking the same questions repeatedly raises potential?red flags and may lead to things?feeling disconnected, whereas targeted follow-up fosters a sense of progress and engagement.

The best recruitment experiences are always those when both parties walk away knowing that they have found the right fit. By focusing on impact, engagement, and alignment, firms will find the best talent, and candidates can make the right career choices. The interview process shouldn't be a transaction; it should be the beginning of a meaningful professional relationship.

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