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During a troubled economy, many law firms are forced to reorganize or downsize their organizational structures and strategies. This included things such as layoffs, mergers and acquisitions, office closings, reducing payroll expenses and more. Organizations are often led to downsizing, also called reorganizing or rightsizing, in order to cut costs to stay profitable or maximize efficiency and focus on core business functions.
Do you think that a law firm is generally “unmanageable?” Are most attorneys and staff personnel left to fend for themselves in a sink or swim environment? Are there firms with a collaborative model? Does this dynamic boost employee productivity?
Training costs often become a deterrent for most organizations. It’s easier to throw a new employee into his or her job without giving training, expecting the employee to learn on the job. However, the cost saved by not training employees can benefit you only in the short-term. Costs incurred on account of mistakes done by untrained employees, lost sales, lost customers, and constant supervision on them can be much higher in terms of money and duration.
If you are looking for finance to either start up a business or expand your existing one you have to accept that if you want the Bank to say yes to your superb business idea, you are going to have to spend time preparing for the interview.
Here’s an interesting notion: Do you realize that there are mistakes you can make at various stages of your business’ growth that can be slowly killing it for months or even years if you don’t watch for them?
The Texas Voter ID Law is in the center of a national debate for right or wrong reasons according to how you view it. However, political camps have been blasting each other over what is essentially a legal issue, but with wide political ramifications. Especially so, because this is the election year, and because several other states have proposed or pending litigation in the same or similar lines as the Texas Voter ID Law. On Friday, a three-judge federal panel (some people have already pointed out two of the three are Democrat appointees) suggested that the legislation would disproportionately hurt racial minorities.
It’s everywhere in the news that the New York City Bar Association is forming a brilliant task force to study the legal job market. According to Carey Dunne, the president of the NYC bar association, the ostensible job of the task force would be to assess whether the weak job market is primarily a result of temporary factors, or whether it reflects a more permanent shift in the law industry. One thing is sure, as Dunne says, “I’m sure there’s no simple answer.” But as a commenter on the Wall Street Journal post mentioning the news indicated caustically, “the committee’s recommendations will amount to rearranging the deck chairs on the Titanic.”
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.
Lynne J. DeVenny, a North Carolina State Bar Certified Paralegal with 20+ years of experience and co-host of monthly podcast, The Paralegal Voice at Legal Talk Network, provides some tips for attorneys looking to hire a paralegal, and for paralegals seeking employment, in her blog posted at practicesmarter.com, ''How to Hire a Great Paralegal''.
Process server jobs require that you work with lawyers and individuals to serve legal papers to people on a daily basis. It is a job and business that is constantly changing, and every day is different. If you're looking for a business that is always changing, presenting new challenges, and requires a lot of thinking-on-your-feet mentality, then starting a process server company might be right up your alley.
Growth is essential to the long-term survival of any business. American and foreign law firms have grown by marketing to the public, acquiring lateral partners with portable practices, merging with other firms, and starting branch offices.
As professional search consultants, part of our job is to counsel attorneys on a daily basis as to how they should choose between competing law firms. There is a considerable degree of insight that is needed to understand the psychology that attorneys attach to choosing between competing offers, and contrary to popular perception, attorneys do not always choose to work in the highest-paying or most prestigious law firms. Understanding why attorneys choose one firm over another can help you both attract and retain attorneys after they are hired.
Tailoring Legal Search to Meet Your Firm's Needs All things considered, legal recruiting is a fairly young industry. Although law firms are increasingly sophisticated in their use of the legal-recruiting industry, BCG believes there is substantial room for improvement in the way the legal-recruiting industry delivers its services and in the way law firms avail themselves of legal-recruiting professionals.
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.
I recently asked a managing partner (who is actively in the market for lateral partners) how his firm distinguishes itself from its competitors. The response I got was, "We've got a great firm and we make a ton of money." I have to give him points for being superlative, if not terribly specific. He wasn't being flip; it was clear that he believes that these are the two reasons for partners to join his practice. But as someone who talks to firms about their senior-level needs on a regular basis, these may be important characteristics of the firm, but they are hardly distinguishing characteristics of the firm. The truth is many firms aren't great at articulating what makes them different from their competitors.
Regardless of how limited your marketing dollars or experience may be, you're more likely to succeed if you have a plan. Best of all, the plan need not be complicated.
In this article Jennifer C. LaRusso discusses law firms' using their websites and microsites to recruit new associate attorneys. For any law firm filling junior associate lawyer job openings can be stressful in terms of reaching recent law school graduates and appealing to them. LaRusso explains that these days a law firm website's ''About Us'' section just won't cut it. Having a microsite linked to the main law firm website can interest and draw in some of the most talented young lawyers out there.