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Hiring is a task that many recruiters feel like omitting or rushing through. This is why many people in legal jobs suffer from lack of talent and, eventually are fired or leave the firm. If you don't wish to suffer the same fate, you should turn to online options for helping you hire the right talent. Online legal job postings have been specially designed to help recruiters hire the right talent. Using this feature, these portals are able to reach out to thousands of candidates across the globe to help meet needs of the recruiter. This is a marketplace where the recruiters and job seekers meet.
The use of performance appraisals as a tool to improve performance management may be overrated or misunderstood. Hard research shows performance appraisals have negative effects on employee populations more often than having positive outcomes. As a result, employers and human resources departments are having a fresh look at this essential tool of human resources management. This article takes a look at three major myths of performance appraisal that lead to its misuse.
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.
Baseball star Alex Rodriguez recently hired a prominent New York defender who has been called the city's "Most Hated Attorney." But isn't defending the indefensible part of a lawyer's job? Does the public and media vilify successful attorneys more so than they do other successful people in different fields? If so, why?
One of the major impediments in managing people and upping productivity lies inside the mindsets of managers and employers, which in turn is a product of the cultural and literary environment of the workplace. Managers and employers are logically worried about productivity, output, resources and etcetera, because they’ve got a business to run, and maintain work processes that help run the business meet its targets.
Project executive summaries are extremely important because they help top project management find both relevant key information and employee achievements quickly. Since each business project is unique, project executive summaries tend to be somewhat unique every time. However, like every other thing in life, there are good rules to follow while checking project executive summaries. The project managers need to check whether a compelling executive summary report addresses the concerns of the project stakeholders through its essential five parts – the focus of the project proposal, goals, summary, key findings, deliverables, and appendix (if any).
Even though the recession, downsizing, a poor job market, and declining demand for traditional legal services and billing continues to plague the industry, law firms recognize the need to retain their top talent, and therefore the need to address issues of work-life balance. The simple fact that it seems to be an employer’s market does not deceive law firm leaders that the true nature of things has not changed – it is still an employee’s market, as far as top talent is concerned, and the cost of replacing a key attorney or employee is difficult to measure.
A recent paper authored by Laura Empson of the Cass Business School, titled “Who’s in Charge? Exploring the Leadership Dynamics in Professional Service Firms,” took a refreshing look at some of the top law firms of the world and made some interesting observations.
High-potential employees, as opposed to high-performing employees, or highly-knowledgeable employees, are exceptionally important for talent management. While there is nothing that prevents a high potential employee from being a high performer or highly knowledgeable, quite often these three are not the same. A high performer or highly knowledgeable employee may not be ready for promotion due lack of competence required at the next level up. However, high-potential employees are those who are ready to be promoted, and therefore they need to be properly managed, developed and retained.
Training is the key to creating teams, organizations, and realizing business objectives. We are no more in a world where things are predictable – successful hires are random, unless it is being done by a leading expert in a field and in a narrow field. Generally, the HR people recruit across a broad range of job functions, and truly speaking, there are very few predictors of success of an employee. The only thing that a company might do is to train people to do their jobs and orient them to company culture and objectives.
The new employee-employer relationship that is firmly in place, more so post-recession, focuses on an immediacy of things and lacks permanency. The psychological contract, unsaid things, trust, and other values like loyalty had played a role in the employee-employer relationships of the past.
Recently, Orrick Herrington & Sutcliffe was in the news again after having laid off two of its 14-member executive staff, apparently to optimize resources and reduce costs. Well, everyone knows that you don’t reduce costs by removing profit centers, but cost centers in an organization. And that brings us to what the recent decisions of Orrick reveal about points of pain in a law firm.
Like every other company owned asset or process, the HR department would also play a role ascribed to it – and that means it would respond to expectations and try to deliver according to what it perceives its role to be.
Certain preliminaries are important in hiring a legal assistant. You must know just what you want in the new employee. The quest for an employee must uncover someone capable of filling the specific needs of the office, and the first step is to uncover just what those needs are. In management terminology, this is called job description. Once you have a good description, it is possible to analyze it and determine the skills and experience needed.
There are a number of basic management concepts that have relevance to professional organizations. They also apply to the management of law firms. They are planning, organization, communication, delegation, direction, leadership and many such factors are responsible for healthy law firms or law practicing.
Management is the art of achieving desired objectives by using available resources. Although the term is most often used in a business setting, it applies equally to service organizations, the raising of children, or the practice of a profession.
An attorney's employees are deeply interested in their organization's plans for the future. Internal communication among all concerned is essential to create a unified group who understands the organization's objectives (both marketing and otherwise). The benefits are high morale and loyalty toward those objectives. Internal informational meetings, training programs, and newsletters play a critical role in this.
Regular and frequent communication with clients can go far to hold together the client-attorney relationship. Some of the communication can also be used effectively as a method of developing new business.
Good mailing list management is the key to newsletter distribution. Personalized notes improve readership and effectiveness dramatically. Since the outward appearance of the newsletter in the mail can determine if it gets read or tossed, first-class delivery is generally worth the extra cost.
Client newsletters are an effective method of maintaining regular client contact. Their popularity with attorneys is growing, and they are proliferating because people everywhere demand specialized news, hence the tremendous amount of special-interest publications. Successful newsletters require equal attention to content, production, and distribution.