Talent pipelining for success
- May 15, 2018
Developing robust and effective talent pipelines is vital for any legal firm looking to grow, or indeed not looking to fall behind the competition. However, according to research from Lee Hecht Harrison, a worrying 30% of employers describe their pipeline as poor or non-existent. But why is building long term relationships with potential employees so important and how can legal firms do it effectively?
The issue is particularly important in the current market because it’s becoming increasingly difficult to find and recruit good people, at a time when a number of sectors, including law, are not only suffering from skills shortages, but the uncertainty surrounding Brexit is impacting hiring too. And in order to ensure your firm doesn’t reach a stage where it can’t find the talent it requires, the best practice is to build pipelines for all the areas you may potentially need staff in the short and long term future.
The importance of employer brand
By determining the gaps between available and needed talent, firms can identify the most effective strategies for acquiring and developing those individuals. After all, it’s not easy to tap into and engage with talent pools if they have no idea who you are or what you can do for them. In order to build up this relationship, professionals need to recognise and engage with your employer brand, which takes time. It can’t simply be done overnight.
By building an effective pipeline, your firm can shorten the length of time needed to fill positions, because it will likely already have a ‘warm’ relationship with people, meaning you won’t have to recruit from a standing start. It can also help you to engage with the enormous pool of passive talent in the UK. By developing a pipeline into your organisation you can engage with individuals who would be compatible with your firm, but aren’t necessarily ready to move right now.
Identifying future talent gaps
Another significant benefit of strategic recruitment like this is that it allows you to plan for your talent needs not just now, but years into the future. It’s highly likely that your firm could diversify and break into new specialisms or geographical locations, and employing professionals to work in these new departments and locations requires careful planning. If your firm plans to move into litigation, for example, you can build up relationships with talent in this field way before you’ll ever actually need to employ them. This means that when the time does come round to recruit, you will be prepared and ready, rather than scrabbling about looking to promote yourself to potential employees. It also allows you to gain a much greater insight into the people that you’re hiring and whether they would be a good cultural fit for your firm. Anyone can come across well in an interview, but by engaging and keeping a close on eye on the people in your pipeline, you’ll be able to see if they really would be a good match for your firm.