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Learn from legal expert, Harrison Barnes
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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''.
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.
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.
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.
When it comes to management at law firms, management does not simply refer to case management. It is also connotes the fact that law firms are businesses. Therefore, lawyers must also manage the business aspects of the firm, including payroll, purchasing supplies, and human resources. However, most lawyers are not specifically trained to handle the business side and would prefer to stick to the legal matters. Even if one were to delegate those responsibilities to a paralegal or legal secretary, either of those people may also have inadequate experience or education.
Whether they're due to a new client, new representation for an existing client, or a lateral hire, regular checks for conflicts of interest have become an essential part of a firm's operations. ''The idea is to be able to allow the firm to identify…a situation which gives rise to an actual conflict of interest, or could potentially rise to a conflict of interest down the line,'' explained Richard E. Flamm, Esq., expert on conflicts of interest and author of Lawyer Disqualification: Conflicts of Interest and Other Bases. ''The proper conflicts check depends on a number of factors, including the jurisdiction you're in and the size of the firm,'' Flamm said.