On August 11, I had the privilege of moderating a program for the LMA Bay Area Chapter on talent in the current business development and marketing organization chart. Our topics that day included:
- what trends were new and old (titles, responsibilities, and emerging roles)
- hiring challenges and innovative approaches around these challenges
- what tips are helpful in your “hiring playbooks”
- a discussion around intuition versus process
- the importance of branding the firm (as well as the hiring managers) when talking to good talent
- how to engage and retain good talent
Insights were abundant and the discussion was very lively; clearly the topic is on all of our minds. Here are the key takeaways from the program:
- Hire positive, energetic people, and don’t be afraid to hire people who have different styles and who bring different qualities to the table. Equally, rely on your intuition when adding people into your team.
- If you have offices across the U.S., be open to hiring talent in different markets. Don’t lock yourself into just one market, as you need to go where the talent is.
- An interesting exercise to undertake is to track your time. This gives your partners insight as to where you spend your time and how long projects and new initiatives can take to be successful.
Ed Ingram, Senior Manager Global Talent Manager, Latham & Watkins:
- Move away from a Job Description and hire someone for their potential, not just the experience they bring to the table right now. Both of these qualities are key in adding great talent to your teams.
- Branding the firm’s recruitment efforts is your value proposition to the talent you are recruiting, and they notice how sophisticated (or not) these branding efforts are. A good talent strategy is also key to your firm’s succession plan.
- Process-driven recruitment will always give you robust results. It provides clarity and focus and creates a refined experience for the candidate when they are evaluating your role.
Kate Harry Shipham, Senior Recruiting Manager, J. Johnson Executive Search
- When you have an opening or opportunity in your team, understand how you can sell that role to the right person, and use the brand of the firm and the Hiring Manager’s insights to understand what is exciting and unique about that role.
- Having a process to fall back on in interviews is the backbone to having a substantive conversation, but don’t be afraid to go off topic and get the candidate talking to see what they reveal, how concise they are, and where they take the conversation.
- Salary is important but it’s not the most important factor for many people. Career advancement, professional development opportunities, strong managers and team leaders, and the future direction of the firm, all rank highly.
We enjoyed facilitating this discussion and catching up with the Bay Area Chapter. Please reach out to me to continue the conversation or with any follow up questions: email@example.com