Recruiting a Diverse Summer Associate Class

The first step in hiring a diverse summer associate class is to assemble a diverse hiring team or committee. Your hiring team should include individuals with various levels of seniority in your firm and be representative of a wide range of identities, backgrounds, experiences, and perspectives. When a group of individuals with different viewpoints and life experiences makes hiring decisions, the team is better equipped to understand and connect with a wide range of candidates. Such a group is also more likely to consider a broader range of factors and perspectives, leading to well-rounded and informed choices. Moreover, a diverse hiring team sends a powerful message to candidates, signaling your firm’s commitment to creating an environment where everyone is welcome and has an equal opportunity to succeed.

Using inclusive language in position postings is crucial for attracting a diverse pool of summer associate candidates. Inclusive language ensures that position postings resonate with individuals from various backgrounds, while eliminating potential biases and barriers. Review your summer associate program description and remove any unnecessary gendered language, idioms that may confuse non-native English speakers, or words that may inadvertently discourage certain personality types or backgrounds from applying. Instead, emphasize the hands-on learning opportunity that will be provided while highlighting qualifications that truly reflect the necessary skills for a successful summer associate. Be sure to also emphasize your firm’s commitment to diversity, equity, and inclusion and include an equal employment opportunity statement.

An interesting study conducted by Stefanie K. Johnson, David R. Hekman, and Elsa T. Chan at the University of Colorado uncovered a compelling correlation between diversity in the final hiring pool and successful recruitment outcomes. The research revealed that having just one woman or person of color in the finalist pool diminished the likelihood of their selection statistically to zero. However, the odds of hiring a woman or person of color skyrocketed by a staggering 193.72 times when there were at least two candidates of these identities in the final pool. This study underscores the need to move beyond tokenism and actively cultivate a diverse candidate pool. To achieve this, prioritize establishing diverse talent pipelines through partnerships with law student associations, expand recruitment from schools with diverse student populations, and actively participate in diverse clerkship programs, such as southeast Michigan’s Wolverine Bar Association’s summer clerkship program.

By investing in the education and development of hiring teams, firms can build a recruitment process that operates with expertise, sensitivity, and a commitment to creating equitable opportunities for all candidates. Individuals with hiring responsibilities should possess a comprehensive understanding of legal hiring practices, an awareness of diversity and inclusion practices, and practical tools to recognize and interrupt biases that may inadvertently influence decision-making. A well-equipped recruitment team not only enhances the quality of hiring processes but also reinforces a firm culture that values diversity and fairness.

Implementing blind interviews can be a powerful tool to interrupt potential bias in the hiring process. Research has shown that resumes with Black-sounding names are often subject to unconscious biases, potentially leading to overlooked qualifications. To counteract this, crucial hiring materials such as resumes, transcripts, and writing samples can be screened by a panel of initial reviewers rather than the interviewers. This approach enables the first impression of the candidate to be formed in person rather than being influenced by written materials. Materials can be shared with interviewers after they have provided their initial candidate feedback. Blind interviews promote a more equitable evaluation process, emphasizing the candidate’s skills, experience, and personality, ultimately contributing to a fairer and more inclusive recruitment outcome.

Traditionally, interviews in the legal professional have been notoriously informal. Conversations dominated by casual chitchat can introduce subjectivity and bias into the candidate evaluation process. To counter this, ask behavior-based interview questions that shift the focus from informal discussions to a structured assessment based on predetermined criteria. By asking each candidate the same set of questions, interviewers can properly assess work habits, relevant experience, and personality traits, laying the foundation for a fair and standardized evaluation between candidates.

As you conclude interviews and move into candidate selections, appoint a designated bias interrupter for selection conversations. While your entire hiring team should be trained to spot and interrupt biases, having a specified person to serve in this role can be helpful. This individual is tasked with ensuring that conversations consistently adhere to the predetermined objective criteria established for candidate evaluation. This strategy reinforces the commitment to fair assessments, allowing each candidate to be evaluated objectively based on their qualifications and suitability for the role, ultimately contributing to a more inclusive and equitable hiring outcome.

It’s important to collect and review data from the summer associate hiring process. This information can provide valuable insights into the success of diversity initiatives. By analyzing recruitment data, such as candidate identity demographics, law schools, or associations where candidates are sourced from and the outcomes of offers extended, firms can identify areas of strength and areas of opportunity in their recruitment strategies. A data-centric approach displays a commitment to transparency and constant improvement.

By implementing these strategies, Warner Norcross + Judd, LLP, has witnessed remarkable success in fostering diversity within our summer associate classes. Through expanded recruitment efforts, purposeful data collection, and a continuing commitment to equity in hiring practices, we are proud to share that our recent summer associate classes have consistently achieved over 50 percent representation of women and law students of color. As we continue to progress on our journey, our firm remains steadfast in its commitment, recognizing that a diverse and inclusive workplace strengthens not only our firm but also the entire legal profession.

• Employment Law for Michigan Employers (see chapter 1)
• Expanding Your Solo Practice
• Boosting Diversity, Equity, and Inclusion in Your Law Firm and Beyond