A few weeks ago, I had the privilege of being the keynote speaker at the Law Firm Ambition conference where I asked the delegates three questions.
1. What is it liked to work at your firm?
2. What do your employees say its like to work at your firm?
3. What does your website say it’s like to work at your firm?
46% answered “excellent” to question 1
19% answered “good” to questions 2 and
40% answered “no opinion” to question 3.
The results are interesting and illustrates a significant problem firms face when recruiting or succession planning; they lack crucial knowledge on their employee experience. This is important intelligence to have when setting business objectives, and deciding on how to attract and retain the right people, because without fully knowing how people feel about their development and working environment can cause firms to find solutions to the wrong problem. For example, I have seen leaders increase salaries hoping that will attract the right quality candidate, but the cat is already out of the bag, and previous employees have left damaging comments on Glassdoor about their experience.
The questions asked reveals a gap between what senior leaders and the rest of the team think about the way work gets done. This gap has considerable financial consequences if not dealt with. Toxic cultures can emerge, and both employee turnover and recruitment costs will increase.
It’s the voice of your employees that really matters. If they speak less favourably about their experience in comparison to the management team then the firm is at risk of losing clients and damaging its brand, both of which needs to be protected at all times. In this article I will provide the steps you can take to mitigate risk.
1. Conduct a culture audit
The first step is understanding the current workplace culture. A culture audit involves assessing the firm's values, behaviours, and environment to identify strengths and areas for improvement. This can be achieved through employee surveys, interviews, and observation. Understanding the existing culture provides a baseline for making targeted improvements that align with the firm’s goals and values.
2. Develop a clear employer value proposition (EVP)
An Employer Value Proposition (EVP) clearly communicates what makes the firm a great place to work. It should highlight unique aspects such as professional development opportunities, work-life balance, and firm values. A compelling EVP can attract candidates who align with the firm’s culture and are motivated by its offerings. This proposition should be prominently featured in job postings, the firm’s website, and social media channels.
3. Foster a collaborative and inclusive environment
A collaborative and inclusive workplace culture is attractive to many job seekers. Medium size firms should strive to create an environment where all employees feel valued and included. This can be achieved through diversity and inclusion initiatives, team-building activities, and open communication channels. An inclusive culture not only attracts a diverse range of talent but also fosters creativity and innovation.
4. Strengthen internal communication
Effective internal communication is vital for a positive workplace culture. Firms should establish clear communication channels to ensure that employees feel informed and involved. Regular meetings, newsletters, and team get togethers outside the office can help keep employees engaged and aligned with the firm’s goals.
5. Track key performance indicators
If it’s not being measured, it can’t be managed, therefore keep a close monitor of your employee net promotor score and the length of time it takes to fill key job positions. Your e(NPS) indicates willingness an employee has to refer an ex-colleague, friend or family member to the firm as a suitable candidate for an open vacancy.
Conclusion
The gap between what senior leaders and their employees think about the company is costing medium size firms thousands of pounds because the problem is complex. Attracting the right talent and improving workplace culture are interconnected goals that firms must prioritise to achieve long-term success. By following the above steps firms can create a more attractive and productive workplace. These strategies not only help in attracting top talent but also in retaining a motivated and engaged workforce, ultimately driving the firm’s success.
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