The signs of a poor hire aren’t always obvious at first, but the impact on a law firm’s momentum can be significant. By the time problems become undeniable, the damage is often already done — lost time, wasted resources, and diminished trust. While bad hires are costly in any industry, small law firms feel the effects more quickly and more broadly. Just one employee’s lack of urgency, poor communication, or inability to take feedback can stall casework, frustrate your team, and rattle client confidence — sometimes within weeks.
The Real Cost of Hiring the Wrong Person
The consequences of a misaligned hire go far beyond salary expenses — they interfere with workflow, strain relationships, and drain time and energy.
Time Drained by Supervision and Corrections
When senior team members or partners must step in to clarify tasks or redo work, their attention is diverted from more strategic responsibilities. These interruptions, over time, add up significantly.
Delays That Impact Revenue
Slowdowns in workflow mean slower billing. Even when clients eventually pay, those delays limit how much work the firm can take on. If partners are spending extra hours correcting issues, that’s time not spent building the business or managing other cases.
Internal Tension and Morale Issues
High performers often absorb the slack initially, but prolonged imbalance leads to burnout and resentment. Warning signs like curt responses or withdrawal can indicate deeper dissatisfaction. In smaller teams, this tension escalates quickly and can lead to turnover.
Damage to Client Perception
Clients may not see internal problems, but they notice delays, missed communication, and disorganization. Minor issues — like a late update or confusing invoice — can quickly erode their trust in your firm’s professionalism.
Why Credentials Alone Aren’t Enough
A resume can show you what someone has done, but not how they operate. Many applicants have solid experience but aren’t equipped to work independently, shift priorities quickly, or make smart decisions without supervision.
Some hires come from highly structured environments where roles are clearly defined and support systems are in place. When those supports are removed in a small firm setting, their performance often declines. Without initiative, strong credentials don’t mean much.
Spencer Freeman, founder of Freeman Law Firm in Washington, puts it simply: “In a small firm, one person’s mindset can change the entire culture — for better or worse. We prioritize initiative, calm under pressure, and clear communication with clients. That protects the firm more than any degree or certification.”
In a fast-moving firm where responsibilities often overlap, hesitation or lack of ownership can slow everyone down.
What to Evaluate Before Extending an Offer
Focus on Working Style — Not Just Experience
While resumes list past achievements, interviews should uncover how candidates think, solve problems, and handle shifting circumstances. Small teams quickly expose the gap between resume and real-world performance.
Go Beyond Standard Interview Questions
Instead of generic questions, ask candidates to walk you through real scenarios. How did they handle unexpected client demands, tight deadlines, or owning up to mistakes? The STAR method (Situation, Task, Action, Result) is effective for revealing their true approach to challenges.
Pay Attention to Communication Style
Look for clear, confident responses instead of vague or overly rehearsed ones. Strong candidates speak with specificity and don’t need to embellish their experience.
Test Their Comfort with Uncertainty
Small firms often lack rigid processes. Ask how they navigate unfamiliar tasks or limited instruction. Those who stay composed, ask the right questions, and keep things moving tend to thrive.
Align Hiring with How Your Firm Really Works
Define Success Internally First
Before writing the job ad, clarify what success looks like in your firm. Do you need someone who thrives on client contact? Someone who juggles multiple roles with ease? Write those traits down before screening any resumes.
Tailor Interview Questions to Match the Job
If the role involves fast-paced multitasking, create interview questions that reflect real challenges — not abstract hypotheticals.
Example questions:
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How do you respond when juggling three urgent tasks and a partner adds something new?
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What do you do when a client sends unclear instructions but expects a fast turnaround?
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Describe a time when you had to push back internally to meet your deadlines.
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How do you approach a task you’ve never handled and haven’t been given much guidance on?
These kinds of questions reveal how candidates handle pressure, collaborate with others, and solve problems on the fly.
Prioritize Thinking Over Appearance
Don’t let titles or polished resumes distract from what matters: how someone thinks. Do they approach problems with clarity? Can they work independently and stay on track without cutting corners? The ability to think critically and adapt is more valuable than surface-level credentials.
What to Do When a New Hire Isn’t Working Out
Set a Short Evaluation Period
If someone is underperforming or creating confusion, act quickly. Establish a 30-day window with specific expectations. Focus on measurable improvement, not long-term potential. You’re assessing whether they’re a true fit for the demands of the job.
Be Willing to Let Go
Mistakes, poor judgment, and repeated issues rarely improve over time. The longer you wait, the more disruption they cause. Moving on protects the morale and productivity of the rest of your team — and maintains client satisfaction.
Every Hiring Decision Shapes Your Firm’s Future
Hiring is a strategic decision — and so is keeping someone on board. Small firms don’t need perfect hires. They need people who fit the pace, take responsibility, and make the team stronger. When the right people are in place, the difference is felt across the firm — and by every client.