CONSISTENT MESSAGING AND SHARED ROLES
Now is when leadership and HR departments need to work closely to deliver a consistent message. It’s important to agree on a communications strategy — including a clear definition of the respective roles of leadership and HR — and the intent of the messaging. In some instances, firm leadership takes a back seat and delegates the entire communications responsibility to the HR department — making HR the messenger and the executor — and, in the process, casts HR department in the unenviable position of being the fall guy.
Firms that decide to be cautious and put their hiring plans in a holding pattern can explain the decision as a strategic pause, not a setback or cause for alarm.
Leadership’s Role
Ideally, the rationale and strategy about the hiring pause must come from leadership. The rumor mill can easily churn and disrupt work, cause excessive worry throughout the firm, and interfere with client service. Be thoughtful about the impact of any change, especially during a hiring freeze. “Leaders need to lean into what their employees are feeling in a meaningful, substantive way,” says Michael S. Cohen, Partner at Duane Morris LLP.
“It’s crucial to engage with employees and have an ongoing dialog about the situation,” Cohen says. “Being vague or evasive can impact your credibility moving forward. Be honest, listen and don’t interrupt. When you withhold information, you allow people to create their own narrative about what’s happening. Provide the facts and be transparent.”
HR’s Role
“HR’s role should be to create a culture of two-way communication, allowing all parties the chance to express support and concern,” says Erin Hargrove, Director of Business Development and Growth Strategies at Lakeside HR Group. The HR department works as a partner with leadership, supporting and strengthening the overall firm strategy and message. “If HR carries the weight of the decision, employees often will not trust their HR counterparts,” which diminishes morale and shuts down communication, Hargrove says.
MAINTAINING MORALE
Amid change, maintaining a positive work environment and culture becomes more important than ever. Focusing on low-cost internal communications can help boost morale and team building without straining the budget and can improve retention. Regular newsletters, emails from management, informal town halls and employee shout-outs keep everyone connected.
“Everyone is working hard, so look for ways to celebrate successes and milestones, including law firm wins, professional honors and awards, and work anniversaries,” says Cohen. “Receiving recognition from management for positive performance makes a positive impact.”
INVESTING IN YOUR TALENT
A temporary hiring pause doesn’t mean that business growth or professional development has to stop. “This is an opportunity to engage and encourage current employees to upskill, try new roles and responsibilities, as well as cross-train on key functions of the business,” says Hargrove. “When employees experience an investment in their growth, they stay motivated and engaged, which can strengthen retention.” Not only will you provide career growth opportunities — you’ll also have a chance to identify new talent that can help the firm grow.
This kind of cross-training applies to lawyers as well as administrative staff. While associates may feel pressured about billable hours, “they also can try to expand into adjacent practice areas, develop leadership skills or refine business development strategies,” says Brumbaugh.
Management also has a chance to uplift and mentor a new generation of leaders by launching task forces or working groups aimed at finding solutions that improve productivity, enhance client relations or apply new systems. Encouraging and embracing an “all-hands-on-deck” attitude can reveal ambitious rising stars who are ready, willing and able to take on new challenges.
FINE-TUNE YOUR SYSTEMS AND LEVERAGE TECHNOLOGY
In addition to optimizing your existing employee talent, examine the firm’s operations and technology. Are you getting the maximum benefit from your systems? How can you use technology to provide faster service to clients, track projects, better manage cases, or share information among staff and offices? Data analytics tools may provide perspectives about financial performance and areas for improvement or strategic growth.
Sustaining a marketing presence during a hiring freeze builds brand recognition and reinforces a firm’s image as proactive and engaged.
CONTINUE BUILDING YOUR BRAND
Firms may be tempted to slow their marketing and visibility efforts to save money during unpredictable economic times. But even during precarious times, communicating the firm’s core values, experience and client service tradition is critical. Sustaining a marketing presence during a hiring freeze builds brand recognition and reinforces a firm’s image as proactive and engaged.
“Keep your career page active and update your website with firm news and thought leadership,” Brumbaugh says. “Use LinkedIn and newsletters to share client success stories, case studies and industry insights. By continuing to communicate your achievements, you stay visible and attractive to candidates, reinforcing your reputation as a dynamic, forward-thinking firm.” The firm will also stay on the radar among current and prospective clients, business organizations and the general community.
MANAGING WORKLOADS
Belt-tightening may prompt an assumption or fear that workloads will automatically increase. “Doing more with less” may also fuel concerns about layoffs. Associates, especially, may feel burnt out and stressed about billable hours and job security. At the same time, be aware that if the workload increases, quality standards may slip, deadlines could be missed and staff well-being might suffer.
To manage this possibility, reassess your priorities and look critically at assignments. Are they all really important? “Some things can wait. Everything is not an emergency. Maximize utility and assign the greatest talent to the top priorities,” says Cohen. “Consider interim workers, part-time or fractional workers. At the same time, continue to monitor performance and strive for improvement.”
“Leaning into fractional resources to keep projects on pace can be a game-changer,” says Hargrove. “Common fractional positions to supplement full-time resources can range from finance/accounting, marketing, human resources [and] even business development.”
INTERIM LAWYERS DURING A HIRING FREEZE
Using interim lawyers is another option for law firms. Legal search firms have entire practices devoted to the placement of interim lawyers or consulting lawyers in law firms and legal departments. A recent article from the legal executive search firm Major, Lindsey & Africa (MLA) discussed the case for using interim lawyers.
“Based on the current economic compression, most law firms try to keep as much work among their existing associates to ensure that they meet their billable hours,” said Elizabeth Smith, Boston Office Managing Partner at MLA. “Interim lawyers are an efficient option when associate layoffs occur because candidates only work as needed and do not impact a firm’s headcount.”
There are other advantages in using interim lawyers: Firms have more flexibility in determining work hours, thereby improving efficiencies, and can add specialized expertise on a time-limited basis. “The biggest attention-grabber for legal leaders is cost savings. Consulting attorneys are often more experienced but less expensive,” said Roger Garceau, Managing Director at MLA. “They are both more efficient in terms of time and cost allocation, and they do not require as much training and handholding.”
KEEPING CANDIDATES INFORMED
Recruiting efforts need not stop during a hiring hiatus. Using soft recruiting tactics, you can help maintain relationships and even build your relationships with candidates and search firms. At some point, hiring efforts will resume. During a static recruiting period, “remember to keep candidates engaged. Stay in touch and let them know what’s happening,” says Cohen. “It engenders good will, and when the time comes to recruit, you will have a more receptive pool.”
Brumbaugh agrees. “Regular communication demonstrates that you value these relationships and are planning ahead. Consistent outreach builds trust and keeps your firm top of mind, ensuring that when hiring resumes, you are well-positioned to attract top legal talent,” she says. At the same time, HR managers also should stay tuned in to leadership for their views about client needs and changes in hiring priorities, so they are prepared to move quickly if necessary.
During a static recruiting period, “remember to keep candidates engaged. Stay in touch and let them know what’s happening ... It engenders good will, and when the time comes to recruit, you will have a more receptive pool.”
IT SHOULDN’T TAKE A CRISIS
Above all, remember that “the basic communications and leadership skills applied in a hiring freeze need to happen every day – not just during a crisis,” says Cohen. “These management strategies and qualities need to be present all the time, 24/7.”
