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Employer Articles
Seventy-five percent of all placement requests are for associates with two-to-four years of experience, largely because firms want lawyers with few rough edges and no immediate expectation of partnership. But the simple rules of supply and demand dictate that having focus is essential, if you want to improve your firm's chances of success. Another necessity: Spell out all expectations to save yourself the aggravation that comes with having to go back and explain to your hiring partner or committee what went "wrong" with a search. Start by asking partners to thoughtfully consider what they want before they ask you to begin the search for a lateral. To help you get them more attuned to actual needs, below are guidelines detailing minimum level requirements you need from partners before you make the first call to a headhunter:
Far too many legal-hiring organizations fail to hire stars because their hiring process actually prevents superstar candidates from ever getting in the door. By reviewing the following list of suggestions for organizing and streamlining your approach to hiring, you should be able to maximize your chances of hiring the star candidates who may have eluded your recruiting efforts in the past.
Law firm recruiting managers are called upon daily to handle a myriad of responsibilities for their firms, including coordinating fall recruiting programs at law schools, planning and managing summer-associate programs, managing lateral hiring, professional development, and conducting partner and associate evaluations. Some of these professionals also handle human resources and marketing functions. These professionals are highly skilled and most often overworked.
When can hiring a lateral be detrimental to your law firm? All firms consider the impact the potential lateral hire will have on the firm's professional liability insurance and take the following precautions:
When it comes to recruiting, law firms get as much out of their efforts as they put into them. As a result, is it a surprise to hear partners complain that their firms are not attracting as much top talent as they once did.
Has your firm been hiring new associates who seem to meet your criteria in the hope that they'll learn and improve and still be with the firm when its time to make partnership decisions? Rather than hoping, now may be the time to identify the competencies your law firm needs. Then you can teach lawyer/interviewers to uncover the desired behaviors that will create a legal workforce that can develop those competencies and is reliable, productive, and stable.
In many firms, lateral hiring resembles a revolving door: Lawyers come in, spend three or more years with the firm, and then depart. Indeed, when it comes to integrating laterals, most law firms do a good job of detailing the programs, policies, and paperwork needed to cover the administrative aspects associated with joining a new firm, but they fail to describe the business objectives they have for the lateral.
Few areas have more potential for internal criticism and strife than determining the appropriate compensation level for lateral partners. And even large firms that recruit tremendous numbers of lateral partners can have a hard time figuring out how to attract and compensate these new owners. The difficulties in compensating lateral partners vary depending on the compensation system employed at each firm, so the tried-and-true tactics outlined below should be helpful to law firm leaders who need ideas for recruiting and compensating lateral partners:
In 2001, the NALP Foundation for Research and Education released its groundbreaking study, The Lateral Lawyer: Why They Leave and What May Make Them Stay with an eye on revealing: 1) the primary and secondary influences on the decisions of lawyers to change jobs including the role of practice interests, financial incentives, work/life balance priorities, work environment characteristics, and professional and career development needs; 2) the perceptions of laterally hired attorneys about how their new (current) employers are meeting their expectations for assimilation, marketing of the lawyer to clients, compensation and more; 3) The relative degree of loyalty or anticipated longevity of lateral lawyers as they report their own expectations for tenure; and 4) How law firms recruit and hire lateral lawyers, including the role of referrals, self-initiated contact, search consultants; law firm lateral hiring criteria and selectivity; and lateral hiring incentives.
Participating in the call-back interview process is different than being an on-campus interviewer. Most firms spend more time training the attorneys who interview on campus than the larger number who participate in the firm's in-house interviews. While on-campus interviews are initial screening interviews, in-house interviews are a mix of initial screening interviews with students who have sent unsolicited resumes to the firm, call-back interviews resulting from on-campus interviews and second visits from students who have received offers and want to visit additional attorneys before making a decision.
Here are the Top 10 Reasons to Hire Interns or Summer Associates:
When it comes to interview questions, maybe the most common one posed to candidates is “What’s your strength?” or “Tell us about your strong points,” and similar questions of the same nature. Asking common questions that a candidate expects is one of the greatest interview strategies and it helps to take better informed decisions as answers can be compared against well-researched and standard sets of responses. In this article we are going to explore how employers use the question “What’s your strength?” for making hiring decisions.
While leading today’s multi-generational workforces, many business leaders recognize two things: First, the organization needs to develop worker strategies taking into account the differences among generations, and second – older generations are constantly losing their stereotypes and gravitating towards adoption of characteristics of generation Y. This happens because individuals like comfort zones (particular to stereotypical generations) and because individuals also adapt continuously to remain relevant (conforming to generation Y characteristics).
A behavioral interview is only part of a structured interview process, but is extremely important as many interviewers go overboard and either end up alienating candidates or fail to collect relevant behavioral data about the candidate. There is an overwhelming need to collect relevant behavioral data within the limited time span of an interview as well as to keep certain things in mind to make the best use of a behavioral interview.
Changes in technology have empowered both recruiters and jobseekers, and to a great extent leveled the playing field among all parties involved. No single platform or setting is paramount when it comes to seeking and recruiting talent, but all constitute channels of an integrated recruitment strategy where avenues of jobseeker interaction are nursed according to their importance and employer priorities, but neglected only at the risk of losing relevance.
Veterans can be of invaluable help to a business or company in many ways. The greatest assets of a veteran are credibility, discipline, punctuality, teamwork, and ability to follow and give orders. A veteran may or may not be a computer genius brimming with novel ideas, but a veteran has the greatest chance of adding to the core of trusted personnel within a company – without which core a business workplace is nothing more than a way-house for mercenaries hopping from one job to another.
“Is there an easier way to recruit candidates?” This is the question most HR managers and HR professionals ask themselves today. Another question that worries HR professionals is if there is an easy test that could be developed that could determine which candidates could be successful in an organization in the long run. Such a technique, system, or plan does not seem to exist. So what can help you focus on your recruiting efforts or help you send out the right message that could draw in a better and more qualified pool of candidates? Well, all this can change soon with the emergence of Big Data or Big Data analytics.
As a law firm, what weighs more, according to you, when recruiting new employees – their values or their adeptness at functional skills? Both approaches have their own pros and cons. Employers who vouch for a value-based approach believe that functional skills can definitely bring in short-term success but values are what really ensure an organization’s long-term success. Values are what will keep these employees loyal to an organization and work towards a common mission defined by the organization. Skills can be developed over time but not values! Integrity cannot be overlooked to get the right skills in a candidate.
The temporary staffing industry has always been looked upon as a bellwether for the U.S., according to the analysts. It is used during survival mode by most hiring managers.
All bad online job ads exhibit the same mistakes — dull writing, uninspiring language and failure to highlight the company’s image. Here are some of the best ways to craft job postings that will appeal to the right candidates.