The Five Biggest Onboarding Mistakes Estate Planning Firms Make with New Staff and Associates

By Philip J. Kavesh, J.D., LL.M. (Taxation), California State Bar Certified Specialist in Estate Planning, Trust & Probate Law

Every week I hear attorneys tell me how difficult it is to find qualified staff members and associate attorneys. While recruiting and hiring certainly have their challenges, I have found that those obstacles can usually be overcome with the right systems and interviewing process.

The bigger problem—and the one that costs firms far more in lost productivity, turnover, and frustration—is what happens after the new employee accepts the job.

In my experience coaching estate planning firms across the country, the first two to four weeks are the most important period in determining a new employee’s long-term work attitude, habits, productivity, commitment to the firm, and ability to become a valuable member of your team.

Unfortunately, many firms unintentionally sabotage that process.

Here are five of the biggest onboarding mistakes I see—and how to avoid them.

Mistake #1: Starting Without a Written Position Blueprint

One of the biggest mistakes firms make is assuming a new employee understands exactly what the position involves.

Every position should have a detailed written description of responsibilities—not just broad job duties, but the individual tasks the employee will be expected to perform. The more specific you are, the easier it becomes to train, measure performance, and coach for improvement.

• Opening and closing client files

• Answering and routing telephone calls

• Scheduling consultations

• Preparing estate planning or trust administration documents

• Drafting correspondence

• Calendar management

• Client follow-up procedures

• Document proofreading

• Scanning and electronic file management

• Billing or payment processing

• Communication with clients and other team members

• Daily, weekly, and monthly administrative responsibilities

A detailed position blueprint becomes the roadmap for both training and accountability. (By the way, this same duties list should be prepared in advance of marketing the position and interviewing candidates, so you hire the right one!)

Mistake #2: Failing to Schedule Training and Mentoring Time

Training cannot simply be squeezed in whenever someone has a few free minutes.

Before your new employee ever walks through the door, block dedicated training and mentoring time on your calendar—particularly during the first two to four weeks.

If experienced team members will be conducting portions of the training, make certain they understand that these sessions are a priority and are expected to occur as scheduled. (You need to obey this rule too!)

Whenever possible, I also recommend that you personally spend a good deal of time with every new employee during their first day or two. It sends a powerful message that they are valued and that their success matters to the firm.

Mistake #3: Having No Written Onboarding Plan

Too many firms ‘wing it.’

Instead, develop a written onboarding agenda before the employee starts. Break training into manageable steps tied directly to the written duties you established earlier.

Your onboarding plan should identify:

• What will be taught

• Who will conduct the training

• When it will occur

• What successful completion looks like

Review this plan with the employee on their very first day so they know exactly what to expect during their first several weeks.

Employees who understand the plan are generally more confident, engaged, and productive. (And they appreciate your taking the time and effort to put such an agenda together—that you’re making such an investment in their becoming successful!)

Mistake #4: Never Defining Success

You cannot manage what you do not inspect and measure.

Determine in advance the key performance indicators (KPIs) that will define success for each position.

Depending on the employee’s responsibilities, measurable expectations might include:

• Number of files opened or completed

• Client response times

• Accuracy rates

• Number of drafting assignments completed

• Documents reviewed or processed

• Calendar accuracy

• Revenue collected

• Billable hours (where appropriate)

• Turnaround times

• Client satisfaction scores and Google reviews

• Productivity goals specific to the position

When expectations are measurable, coaching becomes objective rather than emotional. (And people appreciate having a “scoreboard” that tells them in real time how they’re doing!)

Mistake #5: Waiting Too Long to Provide Feedback

Many firms don’t have a meaningful conversation with a new employee until something has gone wrong.

By then, bad habits may already be forming.

Instead, build accountability into the onboarding process from the very beginning.

Schedule recurring check-in meetings that remain on the calendar regardless of how busy everyone becomes. Even a focused 15- to 30-minute meeting once or twice each week during the first month can dramatically improve communication, answer questions, remove obstacles, and reinforce positive performance. (And reduce all those random, irritating employee interruptions!)

In addition, every employee should receive a formal written performance review at least every three months during their first six to twelve months. Those reviews should be tied directly to the duties, goals, and performance metrics established at the outset.

Many firms find this process so valuable that they continue regular accountability meetings long after the employee has completed onboarding. (I still calendar and hold these meetings regularly with people who have worked for me for over 20 years—because it works!)

The Bottom Line

These five ideas only scratch the surface. In fact, I devote an entire 90 minutes or more in various training programs on hiring, onboarding, training, compensating, motivating, and retaining outstanding staff members and associate attorneys.

A great onboarding process doesn’t happen by accident. It is designed, documented, and consistently followed.

The firms that invest the time to do it right almost always experience higher productivity, stronger employee retention, improved morale, and significantly better long-term performance.

Continue Your Practice Advisory Journey

If you’d like to learn the complete hiring and onboarding system—including forms, checklists, interview tools, training schedules, compensation strategies, and accountability systems—click below to learn more about our comprehensive training program.

If you’ve already mastered the fundamentals and would like help solving the specific management challenges facing your firm, my individualized Practice Advisory coaching program may be the next step.

I generally recommend that attorneys first complete the training program so we can spend our coaching sessions focused on your firm’s unique opportunities, bottlenecks, and growth strategies rather than covering foundational material.

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ABOUT THE AUTHOR

Attorney Philip J. Kavesh is the principal of one of the largest estate planning and administration firms in California—Kavesh, Minor and Otis—which has been in business since 1981. He is also the President of The Ultimate Estate Planner, Inc., which provides a variety of training, marketing, and practice-building products and services for estate planning professionals.