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Tips for Approaching Small Law Firms for Paralegal Jobs

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Strategies for appealing to small and midsize firms vary according to practice area and the firms' internal organizational structure. From the first contact to the last interview, the challenge for the aspiring paralegal is to be informed about the law firm, so let's look at the internal organizational structure of these firms.

They usually have four to 10 attorneys (the partner/associate ratio varies), and a legal administrator, office manager, business manager and/or a combination person who handles these assignments or farms them out. There are secretaries and paralegals and maybe a part-time runner/file clerk.


How does this firm approach hiring? There comes a point in the evolution of a law firm when a person making paralegal hiring decisions is appointed. At some partnership meeting in which one partner was attempting to hire a friend of a friend, and another was interviewing someone she met at a professional luncheon, they all concluded that the hiring of support personnel should be under one person. There are different ways to handle this process, but a common one is to have a hiring partner work with an office manager. The hiring partner may change yearly or less often, but the office manager does much of the preliminary screening and early interviewing. Often it falls to the office manager to do the initial interviewing of the paralegals, with the recruiting and advertising for associates being assigned to an attorney.

Learn about the Contact Person

A common strategy that often misfires is to just write to the first named partner in the firm. A quick look at the Martindale-Hubbell directory of lawyers may reveal that he is dead, or Of Counsel or so old that you know he does not interview paralegals, or (more likely than anything else) just does not have the time to interview paralegals, especially the first time around.

Many do not even take that quick look at a resource book. They simply call the firm and ask something like "Who would I write to regarding the hiring of paralegals?" or "I need the name of the person in the firm who would receive paralegal resumes." They may be given an associate's name, a junior partner's name, a senior partner's name, or an office manager's or business manager's name, depending upon the size of the firm and their philosophy about paralegals. They may not be given the right name. Without the proper contact name, their letters could be immediately tossed into the wastebasket by the first person who opens them.

Do serious networking

A networking contact is someone who knows a working attorney through any source, other than an advertisement. With this contact, written or oral communication on your part can lead to interviews. Networking is the key to employment.

You must also be aware of (and wary of) firm politics when you interact with your friend or contact. A barrier or labyrinth exists at the front door of a law office. The back door, or the path of networking, does not have the same barricade to the decision makers. Often, due to networking, you are talking to decision makers very early in the process.

Don't forget thank-you notes

The thank you note is an extremely effective strategy that will hold you in good stead when you interview with everyone in me interviewing process.

They can be short and friendly:

Dear Ms. Jones:

Thanks for the time you spent with me yesterday. I enjoyed talking to you about your practice and feel I could be an effective part of your team.

Dear Mr. Smith:

Thanks for the interview on Wednesday. I hope we can work together in the near future. I look forward to your high-energy office atmosphere.

Mail a little Hallmark card to everyone with whom you interview. Everyone. The thank you note falls under the category of "Highly recommended, but highly neglected." It can act as an "extra salute" to someone, or a "patch" on an area you might have neglected, or a "restatement" of enthusiasm and interest you might have underplayed. In any case, in this context it helps you remember the political terrain upon which you are treading. It is important to know this terrain, since you might be walking it for years after you are hired.


About Harrison Barnes
Harrison Barnes is the founder of LawCrossing and an internationally recognized expert in attorney search and placement. Harrison is extremely committed to and passionate about the profession of legal placement. Harrison’s writings about attorney careers and placement attract millions of reads each year. LawCrossing has been ranked on the Inc. 500 twice. For more information, please visit Harrison Barnes’ bio.

About LawCrossing
LawCrossing has received tens of thousands of attorneys jobs and has been the leading legal job board in the United States for almost two decades. LawCrossing helps attorneys dramatically improve their careers by locating every legal job opening in the market. Unlike other job sites, LawCrossing consolidates every job in the legal market and posts jobs regardless of whether or not an employer is paying. LawCrossing takes your legal career seriously and understands the legal profession. For more information, please visit www.LawCrossing.com.

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Harrison Barnes does a weekly free webinar with live Q&A for attorneys and law students each Wednesday at 10:00 am PST. You can attend anonymously and ask questions about your career, this article, or any other legal career-related topics. You can sign up for the weekly webinar here: Register on Zoom

Harrison also does a weekly free webinar with live Q&A for law firms, companies, and others who hire attorneys each Wednesday at 10:00 am PST. You can sign up for the weekly webinar here: Register on Zoom

You can browse a list of past webinars here: Webinar Replays

You can also listen to Harrison Barnes Podcasts here: Attorney Career Advice Podcasts

You can also read Harrison Barnes' articles and books here: Harrison's Perspectives


Harrison Barnes is the legal profession's mentor and may be the only person in your legal career who will tell you why you are not reaching your full potential and what you really need to do to grow as an attorney--regardless of how much it hurts. If you prefer truth to stagnation, growth to comfort, and actionable ideas instead of fluffy concepts, you and Harrison will get along just fine. If, however, you want to stay where you are, talk about your past successes, and feel comfortable, Harrison is not for you.

Truly great mentors are like parents, doctors, therapists, spiritual figures, and others because in order to help you they need to expose you to pain and expose your weaknesses. But suppose you act on the advice and pain created by a mentor. In that case, you will become better: a better attorney, better employees, a better boss, know where you are going, and appreciate where you have been--you will hopefully also become a happier and better person. As you learn from Harrison, he hopes he will become your mentor.

To read more career and life advice articles visit Harrison's personal blog.

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