Hire Smarter: Leveraging Personality in IP Recruitment
When we consult with new clients, the conversation about the “ideal candidate” almost always begins with technical background and sector experience. These factors are, of course, essential in identifying qualified professionals. Yet in our work with firms and IP departments across a wide range of industries and countries, we’ve consistently found that beyond just credentials, it is personality that most often makes or breaks the success of a hire a year or more down the line.
Case Studies
We recently worked with a client who needed someone to thrive in a fast-paced, constantly shifting environment. At first, they believed this required a hyper-specific industry background. As the search progressed, however, it became clear they were actually describing a personality trait: flexibility. By broadening the search beyond these original parameters, we identified a candidate with the right technical expertise and, crucially, the natural adaptability to excel – ultimately adding real value to the team.
Another example of this is a second industry client looking for a very different profile. This team needed an attorney who could hold their own in high-stakes internal meetings; even pushing back against engineers and halting product development when necessary. While this might appear to be a case of sourcing a more senior attorney, it was actually a question of personality. We were looking for someone with a naturally self-assured disposition, an individual confident enough to make difficult calls that might save the business from costly mistakes down the line.
Why Does Personality Matter?
We’ve seen time and again that attorneys can excel in very different settings from those they’ve previously worked in, provided their natural disposition is well-matched to the environment. A candidate who has always worked in private practice, for example, may be highly successful in-house if their personality aligns with the demands of the role. This is why dismissing candidates purely on background might mean missing out on the right fit.
How Can You Consider Personality In Your Hiring Strategy?
- Team dynamics. Consider your current team. Do you need someone meticulous to balance out a more dynamic group, or someone adaptable to complement detail-focused colleagues?
- Organisational context. Private practice environments often reward perfectionism and persistence, while industry teams may need attorneys who can handle shifting priorities and business-driven decision-making.
- Long-term success. A personality match can help ensure not just performance, but retention and long-term employee satisfaction.
Could Personality Dimensions Play A Role In Your Hiring Process?
There have been many personality assessments developed by psychologists across the years. Frameworks like the OCEAN model (Openness, Conscientiousness, Extraversion, Agreeableness, Neuroticism) can be useful reference points for your hire. For example:
- Openness to experience often correlates with adaptability and creativity.
- Conscientiousness ties closely to perfectionism and thoroughness.
- Extraversion can be critical for attorneys who must regularly lead meetings or engage with non-legal teams.
- Agreeableness supports cooperation and teamwork.
- Neuroticism (at low levels) may foster caution and risk awareness.
While not every role requires a formal personality assessment, being mindful of these traits can sharpen your understanding of what you actually need.
Putting Personality into Practice
Considering personality in the hiring process doesn’t necessarily mean administering formal tests – although this is becoming a more common part of interview structure. More often, it’s about maintaining awareness. One way you can do this is by working with hiring professionals such as MWA. As a headhunting firm who regularly engages with attorneys across a spectrum of environments, we can help you identify the personality traits most likely to succeed in your role.
Of course in a field such as IP, personality has to take a back seat to hard skills such as technical background and legal expertise. However, by balancing both aspects, you as an IP leader can make stronger, longer-lasting hires that elevate the performance and cohesion of your entire team.
