Page 17 - BusinessWest October 3, 2022

are. Trying to figure out recruiting for those positions has been tricky.
“We’ve engaged recruiting partners and firms to broaden our scope,” she went on. “We’ve had people express interest in 100% remote, and we don’t operate that way, but at the same time, managers who said for years, ‘I want them here on site’ are now open to a more flexible work arrangement, seeing how difficult it is to get
Culture Counts
As Bulkley Richardson has sought to grow, Quick said, it was clear that “we have a really strong older workforce and a really strong mid- dle, and we didn’t have such a strong younger workforce. So part of our succession plan is to keep that younger personnel coming up behind the bigs so they garner all that knowledge.”
but you don’t have to work 6 in the morning to 12 at night and drive people into the ground. People want something different.
“COVID has taught us that Bulkley Richard- son has always had a super strong family vibe,” she added. “We appreciate your personal time, what happens to you in your life. We really feel that’s paying off. We’re good lawyers and good people, and I feel like this is a positive hiring time for us.”
Galat agreed that culture is key.
“We have employees ranging from 16 to 85. Our people make the difference. We look for individuals that enjoy working with people. This is a people business. We want individuals that want to learn and grow and want to develop others, want to provide exceptional customer service and support our inclusive and belonging culture. Through our employee resource groups, employees share ideas and have a voice in busi- ness initiatives and each other.”
At Health New England, Morgan said, “we have been more focused than ever on recruiting people with diverse identities and experiences. More than ever, people want to work for com- panies that value them for who they are and empower them to bring their full, true selves
to their work. We see strength in that and want employees from all backgrounds so we can bet- ter serve customers from all backgrounds.”
To that end, Health New England aims to deepen its relationships within the community through participation in local cultural events, job fairs, leadership programs, sponsorships,
Hiring
Continued on page 44
“You don’t have to work 6 in the morning to 12 at night and drive people into the ground. People want something different.”
BETSY QUICK
people to fill positions.”
Meanwhile, Roberts said, “I think our ben-
efit programs are some of the best around, and we’re always looking at that and asking what else we can be doing. How do we help our people learn and build a career with us? How can we bring in more educational opportuni- ties and help them build their career paths and help them see they have a future here? That goes a long way toward retention, but also from a recruiting standpoint, people want to know they have growth potential with your company. Identifying that process definitely has been key for us.”
One strategy to bring in young lawyers has been a summer associate program that was revived a few years back. After on-campus inter- views and an in-depth review process, three to five candidates are selected every summer, and at the end of the summer, if the fit is right, offers are extended. Of eight offers so far, seven are coming back, and the other one took a clerkship and plans to be back at Bulkley when it’s over.
“We feel like this is a desirable place to work,” Quick said. “There’s been a lot of effort from our executive committee to punch up our vibe so it’s about the humans that work for us, not just about billable hours like a lot of big law firms in big cities. You’ve got to have that component,
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