14 tips for employers who are hiring early career candidates for legal jobs

Employers who plan to hire paralegals, lawyers, and other early-career legal professionals tend to place more value on their aptitude, attention to detail, and strong foundation in legal principles rather than years of experience.

Employers should look for candidates who excelled academically; demonstrated critical thinking skills; and participated in internships, moot courts, or legal clinics that highlight their ability to apply legal knowledge in real-world settings. Providing structured onboarding and mentoring opportunities can help bridge the gap between academic learning and practical application. Additionally, fostering a supportive environment where junior legal professionals can ask questions and learn from seasoned attorneys ensures they can grow into effective and reliable contributors to the legal team.

To learn more about how best to hire legal professionals who are early in their careers, we reached out to 14 hiring experts to ask them for their tips.

• Focus on Potential Over Polish
• Create Temporary Opportunities
• Implement Structured Writing Assessments
• Outline Clear Career Paths
• Use Structured Behavioral Interviews
• Prioritize Mentorship and Training
• Identify Problem-Solving Skills
• Emphasize Cultural Fit and Growth
• Start with Practical Assessments
• Streamline with Real-Time Exercises
• Invest in High School Internships
• Look at Past Experience First
• Craft Detailed Employment Contracts
• Consider Previous Professional Experience

Focus on Potential Over Polish

Focus on potential over polish. Early-career candidates often lack a long resume, but they bring enthusiasm, adaptability, and fresh perspectives. When interviewing, look for traits like curiosity, problem-solving skills, and the ability to think critically under pressure. Ask situational questions to see how they approach challenges and evaluate their willingness to learn.

For instance, when hiring for junior legal roles in my firm, I’ve found that candidates who asked thoughtful questions about the work environment and sought clarity on growth opportunities often became the most invested and high-performing team members. Prioritize mindset and cultural fit over technical perfection—you can train skills, but attitude is harder to shape.

Matt Odgers, Attorney, Odgers Law Group

Create Temporary Opportunities

Employers looking to improve their hiring process for early-career legal roles should create temporary opportunities to identify quality candidates before committing to hiring. Early-career legal professionals can have good grades, good writing samples, and may even interview well. However, these application parts have the benefit of unlimited time, preparation, and guidance from others. I’ve seen successful law students that can’t even write in proper CRAC format (which is taught in the first year of law school). 

Giving candidates temporary opportunities to submit work will help employers filter out those who need more training and aren’t ready to step into a productive role. This can be done through internships, starting candidates as contractors, or utilizing a probationary period for new hires. This will also allow employers to identify patterns or factors that lead to better candidates, such as how fast a candidate learns from critique.

Josiah Collier, Patent Attorney, Collier Legal, LLC

Implement Structured Writing Assessments

I recommend implementing structured writing assessments that simulate real legal work during the hiring process. Through our experience hiring early-career professionals for our medical malpractice practice, we’ve found that traditional interviews alone don’t effectively evaluate the analytical and writing skills important for legal work.

We developed a practical assessment where candidates analyze a redacted medical record and draft a brief memo identifying potential legal issues. This exercise reveals not just writing ability, but also analytical thinking, attention to detail, and ability to explain complex concepts clearly. For example, we can see how candidates organize information, spot relevant details, and communicate their findings professionally.

The assessment should be time-limited to mirror real-world conditions and include clear instructions about expectations. We provide candidates with access to relevant reference materials, just as they would have in the actual role. This approach gives us insight into how candidates would handle typical tasks while also giving them a realistic preview of the work.

I also recommend having multiple team members review these assessments using standardized evaluation criteria. This helps reduce individual bias and ensures we’re consistently evaluating key skills needed for success in legal roles.

Incorporating practical skill assessments into your hiring process helps identify candidates who can truly excel in legal work while providing them with a clear understanding of role expectations.

Dioselvi Lora, Certified Paralegal, Freedland Harwin Valori Gander (FHVG)

Outline Clear Career Paths

Early-career legal hires aren’t just looking for a paycheck; they’re looking for growth. Yet, many firms struggle with retention because they fail to outline a clear career path.

We revamped our hiring process by being upfront about long-term opportunities—what skills lead to promotion, how mentorship works, and what a future at the firm looks like. As a result, we saw a 40% increase in new hires staying beyond three years. Transparency from day one turns a job into a career.

Jason B. Javaheri, Co-Founder & Co-CEO, J&Y Law

Use Structured Behavioral Interviews

From my point of view, I’ve found that implementing structured behavioral interviews focused on potential rather than just experience yields the best results. Traditional hiring methods often overlook promising candidates who may lack extensive legal experience but possess valuable soft skills and learning capacity. I recall how implementing this approach led to hiring an exceptional candidate who had limited direct legal experience but demonstrated remarkable analytical abilities and communication skills. Our revised process has improved new hire retention by 35% and reduced training time by 20%. 

One often overlooked aspect is the importance of incorporating practical skills assessments, such as legal research exercises or writing samples, that mirror actual job responsibilities. We’ve found that candidates who excel in these real-world scenarios tend to adapt more quickly to their roles. A unique strategy we’ve adopted is pairing candidates with current junior associates during the interview process, providing insights into team dynamics and cultural fit. This peer interaction has proven invaluable in identifying candidates who will thrive in our collaborative environment. 

Successful early-career hiring isn’t just about finding candidates with perfect credentials; it’s about identifying individuals with the potential to grow and contribute meaningfully to your firm’s future. By focusing on adaptability, problem-solving abilities, and cultural alignment alongside traditional qualifications, employers can build stronger, more diverse legal teams.

Michael Saile, Jr., Managing Partner (Attorney), Cordisco & Saile LLC

Prioritize Mentorship and Training

I strongly advise employers to prioritize mentorship and training opportunities from day one. While technical knowledge is important, young attorneys often thrive when they have strong guidance and support early in their careers. At my firm, I’ve found that providing new hires with extra training courses and mentoring opportunities fosters their development and boosts retention. 

Additionally, creating a learning environment where they feel comfortable asking questions and gaining hands-on experience is crucial. Instead of focusing solely on résumés or academic performance, I look for candidates who demonstrate a willingness to learn, communicate effectively, and embrace constructive feedback. Investing in their growth not only helps them succeed but also builds a strong, loyal team that contributes to the firm’s long-term success.

Alex King, Founding Attorney, First Coast Criminal Defense

Identify Problem-Solving Skills

Rather than solely focusing on resume perfection, employers should prioritize identifying candidates with strong problem-solving skills and high emotional intelligence. Also, the person needs to be a “fit” within your own team. A strong family-type atmosphere is what I strive to provide for my employees and I believe it shows in their dedication and the end results for our clients. Successful legal work requires not only legal acumen but also a strong emphasis on human connection and empathy, particularly when clients are facing difficult circumstances which we deal with every day as we deal with clients who have suffered serious personal injuries or have lost a loved one. 

During interviews, incorporate situational questions to assess a candidate’s empathy, conflict resolution skills, composure under pressure, and ability to navigate sensitive client interactions. While legal technicalities like drafting demand letters or navigating case management systems can be taught, cultivating compassion and resilience is more challenging and more often than not is something the candidate either has or doesn’t. By prioritizing these skills, employers will attract early-career attorneys who not only contribute significantly to the legal practice but also enrich their firm’s overall client experience.

Joshua W. Branch, Managing Partner, The Law Office of Joshua W. Branch, LLC.

Emphasize Cultural Fit and Growth

My advice for employers looking to improve their hiring process for early-career legal roles is to emphasize cultural fit and long-term growth potential over immediate expertise. When hiring for entry-level positions, it’s important to assess whether candidates align with your firm’s values and work ethic. Early-career attorneys may not have years of experience, but if they demonstrate curiosity, a strong work ethic, and the ability to collaborate, they will grow into valuable team members. 

At my firm, we look for candidates who show a passion for the law and a genuine interest in contributing to the firm’s culture. We also provide clear pathways for professional development, from training to opportunities for advancement. By focusing on the broader picture—their ability to evolve, adapt, and align with our mission—we ensure a better long-term fit and a more engaged workforce.

Brett Carter, Partner, Bertoldo, Carter, Smith & Cullen

Start with Practical Assessments

Effective hiring in early-career legal roles starts with a practical assessment. Have candidates work through actual legal documents, write sample client emails, or analyze relevant cases. However, be mindful of ethical considerations and the level of complexity. This will show you their actual abilities, not just their interview skills. Many firms successfully use past client matters—with sensitive details changed—to test analytical and writing capabilities. 

Split your interviews strategically. First, meet candidates briefly to understand their interest in your practice areas and assess their basic qualifications to determine how they will fit into your firm. Then, promising candidates should be brought back for deeper evaluation, including hands-on legal work and team meetings. This two-step approach saves time while ensuring a thorough evaluation of serious candidates. 

Lay out clear timelines and next steps to keep your process transparent. Let candidates know what to expect at each stage. Many qualified candidates are juggling multiple opportunities, and clear communication helps them stay engaged with your process. 

Track what works. Talk to your recent hires about their interview experience. What helped them show their abilities? What could have been better? Use these insights to keep improving your process. You might discover that specific assessments predict success better than others or that candidates need different resources to perform their best. 

The key is seeing how candidates think and work beyond reviewing résumés and conducting standard interviews. Consider implementing structured evaluation forms for interviewers to ensure consistent assessment across candidates. Pay attention to how candidates approach unfamiliar legal issues—their process often reveals more than their immediate answers. 

This approach helps identify people who can grow with your firm and contribute meaningfully to your practice while building a more efficient and effective hiring process.

Jason Monteleone, Personal Injury Attorney, Monteleone Law Offices, P.L.L.C.

Streamline with Real-Time Exercises

Law firms tend to overcomplicate hiring, relying on multiple rounds of interviews that don’t always reveal how a candidate will perform under pressure. We streamlined our process by introducing real-time problem-solving exercises instead of excessive Q&A sessions. One memorable hire stood out not because of their polished résumé, but because they handled a simulated client crisis with poise and clarity. It proved that they could think on their feet—something no written application could showcase. Law is about action, not just answers.

David E. Preszler, Partner, Preszler Injury Lawyers

Invest in High School Internships

Invest heavily in mentoring the next generation. We believe that fostering a strong pipeline of talent starts long before they even apply for a job. To that end, we’ve implemented a robust high school internship program.

We partner with a local high school to provide meaningful internship experiences for students interested in the legal field. These internships aren’t just about shadowing; they involve active participation. Students have the opportunity to observe real-world legal proceedings like depositions, hearings, and trials. This first-hand exposure provides invaluable insights into the legal profession and a strong foundation for their future legal careers.

Our internship program is a win-win. It helps students make informed decisions about their careers, and it gives us a chance to identify and cultivate some truly exceptional young talent.

Kevin Alexander, Founding Partner, Parker Alexander

Look at Past Experience First

If I were to hire for entry-level legal positions, I would look at past experience first. It’s all about potential for me. Many new graduates may not have tons of legal experience, but they are full of energy, flexible, and loaded with new perspectives. During interviews, I lean heavily on behavioral questions and scenarios to get a real sense of their important thinking, problem-solving abilities, and ethical judgment—these are the core skills anyone needs to excel in law.

Here at our firm, we make it a point to see how well candidates fit with our core values like integrity and client focus. I’m on the lookout for those who are not only hardworking, curious, and eager to learn. That’s the kind of person who really gels with our team.

Offering clear paths for career progression is important, too. It’s important for entry-level lawyers to see that they have real opportunities to fine-tune their skills and move up within our ranks. Things like mentorship programs, hands-on training, and continuous feedback are essential. They not only help in their personal growth but also contribute to our success as a firm.

And let’s not forget about the value of team involvement in our hiring process. Input from our experienced attorneys and paralegals, who know the ins and outs of the job, really improves our hiring decisions. By focusing on potential, fitting with our values, and opportunities for career growth, we attract impressive talent and build a team that’s geared for long-term success.

Brian Joslyn, Owner, Joslyn Law Firm

Craft Detailed Employment Contracts

When improving the hiring process for early-career legal roles, I emphasize the importance of crafting detailed and realistic employment contracts. In my experience representing startups and negotiating commercial transactions, strong contracts not only protect the firm but also set clear expectations for new hires. For example, including clauses that address remote work policies and data security—crucial in our increasingly digital world—prevents misunderstandings and ensures accountability from the outset.

Additionally, consider the importance of cultural fit in your hiring process. My work as an outside general counsel has shown me that aligning company values with those of your employees fosters a healthier work environment. Implementing a clear probationary period can help identify whether a new hire is a good long-term fit, protecting your company from potential legal disputes while allowing both parties to make informed decisions.

Finally, invest in developing potential from within by offering mentorship and training opportunities. I’ve seen how collaboration between more seasoned attorneys and early-career hires in joint ventures not only improves skills but also builds a sense of community and encouragement, leading to a more engaged workforce.

Giselle Ayala, Owner, G.A.M. Law Office P.C.

Consider Previous Professional Experience

I’ll provide some advice for employers hiring new attorneys, who are not new to the workforce. A newly licensed attorney with experience in another profession is an entirely different hire than an attorney in their 20s. The process for these recent licensees is enhanced by exploring how their previous experience is applicable to the legal role. 

By this, I do not mean simply being able to say the attorney previously worked in a different domain—I am specifically referencing the “soft” skills that other professions develop that attorneys often neglect. One of these is what I refer to as a “sales skill.” I define sales skill as more than convincing the client to sign, it is the application of sales industry standard approaches to legal relationship building. This could include the application of IBM’s Signature Selling Method or any other structured sales philosophy. 

Each of the historically successful companies has its own flavor of these methods, most relying on needs analysis and communication. Xerox, Coca-Cola, IBM, Cisco, and others all have had their own programs and are rightly considered the best programs in the world for training sales professionals. 

Encouraging the inclusion of these outside experiences can lead to a more productive hire, and provide ways for the potential hire to see a differentiated path for their legal career rather than being treated and evaluated as one would a new associate without any life experience to bring to your firm.

Brian Seelinger, Attorney, Knox McLaughlin Gornall & Sennett, P.C.