Search using our robust engine. Get the recommendations you need to get ahead.
Browse through our expansive list of legal practice areas.
Work where you are or where you’d like to be. Find where you’ll work with LawCrossing.
Use our marketplace to feature your opportunity
Start your search today
Set up your account and manage your company profile
Learn about the company before you apply
Look through and compare company profiles
Discovery salaries and scope your next job
Learn from legal expert, Harrison Barnes
Don’t just take it from us
Many attorneys do not really understand what clients need. They may feel they understand their client's legal needs and are active in client trade and community groups. But personal relationship with each client may not progress as the attorney once had envisioned it might. For instance, attorneys can make a concerted effort to provide very detailed information with all their work so clients would understand the comprehensive nature of the services offered. For some clients this did not seem enough, while for others the detail was overwhelming. One client may actually become upset with a lengthy report, impatiently interrupting the attorney's explanation by demanding, "What's the bottom line?" Attorneys can have doubts that they will ever find a middle ground that satisfies all their clients. One solution is to learn the client's personality types and speak their individual "languages."
Attorney Jones did not understand why his practice was not developing more quickly. He had been in practice for seven years and had been an associate with a respected firm for three years prior to branching out on his own. His academic record was excellent; he graduated in the top third of his class at a well-known law school. Jones' professional record was also good. He, more often than not, provided the results his clients wanted. Some of Jones' clients had developed relationships with other attorneys and had discontinued their work with him. Jones felt that to some degree this would continue to happen and that this was not always within his ability to control. The number of potential clients referred to him had decreased over the past year. He was not sure what had caused this.
Personal information about clients eases the relationship-building process that is part of a successful law practice. Knowing the client well and making sure the client is aware of that knowledge adds to attorney-client trust.
A group of partners and associates at a law firm in a medium-sized city felt they needed to get a complete understanding of where the firm stood in the eyes of its target market (ideal clients), particularly in relation to other firms serving the same market. Because they wanted to gather the opinions of a number of people in a relatively short amount of time, the personal interviews that go with qualitative research were ruled out. The firm decided to undertake a quantitative research project.
If individual interviews cannot or will not be used by an attorney to gather client information, a group interview or "focus group" is an effective option. In the case of firms and even practice groups, the technique uses panels of clients to focus on broad concerns.
The most personal technique to learn client perceptions is conducting one-on-one qualitative interviews. The process can be time consuming, but it generates a wealth of valuable information and demonstrates concern for client sensitivities. All attorneys should do a client qualitative survey no less than once every 12 months, and more frequently is highly recommended, the relatively few clients that account for 60 to 80 percent of the revenue of the attorney should all be interviewed as a minimum.
To make strategic choices without regard to competition, a few relatively simple concepts are often overlooked. Many attorneys are responsible for developing their own clientele. This is obvious for sole practitioners, but is also true in firms of all sizes. Certainly, individual attorneys are responsible for legal service that will satisfy the client and retain them as future sources of business. Attorney salary and progress are determined, to a great extent, by his or her success in satisfying clients.
Successful legal services marketing, as achieved through the client focus, is not a broad-based program but an individualized effort. It is one attorney’s decision to recognize the power of client relationships. The client focus is based on two important facts:
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).
In a Workplace Bullying Survey, as recent as of 2007 (when the recession had not yet hit the economy), by WBI-Zogby, and considered to be the largest scientific study of bullying in the United States, certain findings were made that emphasize the need of employer intervention to reduce this malady. Among many findings of the survey, the following are relevant to the present article:
When dealing with the non-salary components of the total compensation equation for employees, two of the most important elements can be visualized as works-pay and perks-pay. Works-pay generally involves payment for things necessary to get the work done and includes both tools necessary for doing the job, as well as things that employees would have had to purchase themselves if the employer did not provide them. Perks-pay, of course, relates with perquisites. While works-pay confers tools of the job to an employee, perks-pay provides status.
In his book From the Bureau to the Boardroom: 30 Management Lessons from the FBI, Dan Carrison eloquently draws attention to how we can learn from the FBI in managing change. He mentions how, following the 9/11 attacks on USA, every priority in the FBI had changed, but Robert Mueller succeeded in making agents accept their new roles and priorities in a manner that shows how it can be done in private organizations, too.
Okay, maybe 'hate' is too strong a word, and there is little reason in the workplace to hate a colleague or an employee. But there are situations where we genuinely dislike certain colleagues, for their conduct or habits, or generally for reasons difficult to define or admit, even to our own selves.
Industrial espionage and information sabotage has become rather ubiquitous. However, it continues to be a subject kept in the realm of security experts and rarely discussed with general employees. That, of course, may have either good or bad repercussions, but for good measure, we have listed below a few pointers given by the FBI to combat theft of intellectual property and proprietary data.
Election Day is NOW, but many small and mid-sized employers may be unaware that in many states, not giving PAID TIME-OFF to employees may be construed as a Class C demeanor, and can attract both a penalty up to $500, as well as other future issues in the employer-employee relationship.
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.
Some issues, though common, are rarely simple, and employee retention is one of those. I have heard quotes like “an employee doesn’t leave a company, but leaves his/her boss,” and while in some cases such an assertion may be true, in most cases it is not. This article focuses on correlations between employee loyalty, employee retention, and the role that money (compensation) plays in attaining company objectives.
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.