This post was originally published at the Legal Executive Institute website, a ThomsonReuters site, on July 29, 2015:

Amidst the head-spinning change and the increased competition that all law firms face today, there is an increased emphasis on—some say a frenzy to—hire the best people. The cost of making a hiring mistake is growing, and the consequences of doing so take effect even sooner than before.

Many law firms are re-examining their approach to talent acquisition, seeking more efficient, accurate and successful methods.

One topic that always comes up, but raises great anxiety in most lawyers, is the use of psychological testing as a pre-employment selection tool. There are a lot of myths and misunderstandings about this topic, and in this post, I’d like to clear things up and explain why testing should be a part of your hiring strategy.


Continue Reading Tea Reading or Testing—What’s the Best Way to Hire?

I’ve been gathering data on lawyers’ personalities since the early 1980’s. Personality traits are typically measured on a percentile scale ranging from zero % to 100%. When large samples of the general public are tested, individuals’ scores on a given trait typically form a classic bell curve, with the mean average for any given trait

This is the time of year when a lot of law firms administer multi-rater feedback surveys—these can include “360-degree feedback” or simply “360’s”, as well as peer reviews and upward evaluation surveys. What they all have in common is that an individual receives feedback from multiple raters.

Multi-rater surveys can accomplish several goals at the