The Critical Role of Integration in Lateral Hiring Success

Each year, law firms invest countless hours, money and resources in their lateral hiring efforts, both at the associate and partner levels. The best-case scenario is that a new hire joins the firm, brings their clients, grows their business and/or skill set, contributes to the firm's culture and adds to the overall success of the firm.

Unfortunately, however, not all hires work out this way and there are many factors that contribute either positively or negatively to the outcome. While many factors are outside anyone's control, one major factor where there is control is integration.

Integration as a predictor of success

According to Major, Lindsey & Africa's 2023 Partner Satisfaction Survey, proper integration was the single biggest predictor of a lateral partner's satisfaction. In fact, partners who felt their new firms made a concerted effort to integrate them into the firm and culture were most likely to report higher satisfaction.

On the associate side, a common reason we hear for wanting to leave a firm is a lack of a meaningful connection to the firm or practice group. A recent NALP Foundation for Law Career Research and Education survey, "Update on Associate Attrition" (April 24, 2025), found that associates are leaving their firms in record time — within four years. Notably, a high percentage of those associates who left their firms last year started in a virtual environment. It's hard not to wonder whether integration challenges played a role. These associates joined during a time when firms were thrown into virtual integration, in many cases for the first time.

Proper integration from the beginning is crucial for lateral success and retention. And successful integration requires effort from both the firm and the lateral hire. Here are some best practices that can pave the path to a strong start.

Start with a plan.

Successful integration starts with a comprehensive and well-structured plan. This should include a schedule of steps, benchmarks and responsibilities.

For partners, the plan should focus on business needs: migrating clients, cross-selling, internal marketing and ways to grow the pie. For associates, the plan should focus on development: training, mentorship/resources, expectations and ways to manage their career for long-term success. A future article will discuss these key aspects of partner and associate integration plans in greater detail.

Integration should begin during the interview process before the candidate's official start date. Invitations to firm events, lunches and coffees go a long way to providing a strong start to integration. Where a lengthy gap in time exists between acceptance and start date, regular touch points and ongoing introductions help as well.

Also included in the integration plan should be a clear and efficient onboarding process. A well-scheduled first week that provides for introductions to key staff to help facilitate the attorney's transition to the firm can make a big difference. Assigning a dedicated integration lead ensures continuity and helps track progress, identify challenges, and close any gaps early.

Integration beyond business and practice purposes

Facilitating a sense of belonging early on cannot be underestimated. Cultural integration is essential and should be included as part of an integration plan. Having an internal contact tasked with making introductions in addition to those for business purposes helps strengthen a lateral's connection quickly. Ideally, this person is someone who knows the firm well and is well-connected internally.

For example, one firm recently shared their efforts to introduce new hires to other attorneys at the firm who live in their community. Additional introductions can include key people in the community who are not necessarily connected to the firm. These introductions are particularly important for a candidate who may be relocating and go a long way in helping the candidate feel settled in their new role and life.

Similarly, we have seen firms connect candidates with those attorneys who share a particular interest/affinity/life experience. This goes beyond connecting them with the established groups at the firm and helps to form connections on a personal level. Helping new hires establish ties within the firm beyond those connected to their practice can help develop the type of emotional ties — the feeling like they are part of a family — that makes attorneys want to stay.

Encourage proactive engagement.

Lateral hires should also take initiative themselves. When they join the firm, they should follow up with the people they met during the interview process. They should look at overlaps within their networks and reach out to attorneys to let them know they have joined, even if they are in a different practice group or office. The more people a new lateral can meet, the more connected they will feel.

New laterals should accept any invitations and actively seek out opportunities to meet colleagues during the first few months. When traveling to a city where the new firm has an office, it makes sense to meet colleagues while there.

For lateral candidates, it can be helpful to connect with other recent laterals to seek tips for what worked well or didn't work when they joined. Seeking out feedback early on can also help pave the path to successful integration. Firms and practice groups have their own unique processes and protocols, and learning how to navigate things early on can help with long-term success.

Make in-person connections and be patient.

If possible, both the firm and the lateral should prioritize in-person interactions, even if the firm has a remote or hybrid policy. Err on the side of more vs. less, especially for the first six months to a year. New laterals should seek out opportunities to be in the office when others will be there. When virtual meetings are necessary, turn your camera on.

Finally, both the firm and the lateral should be patient. Timelines look different for different attorneys. A well-structured plan will give a framework for goals and progress, but being patient, consistent and flexible is key.

Conclusion

Integration isn't just a nice-to-have — it's a critical component of lateral hiring success. Firms that invest in thoughtful, personalized integration plans — and lateral hires who engage proactively — set the stage for long-term success and retention.