Legal Employer Resource Center

When it comes to recruiting, law firms get as much out of their efforts as they put into them. As a result, is it a surprise to hear partners complain that their firms are not attracting as much top talent as they once did. READ MORE >

Obtaining client feedback serves many purposes—from helping firms make decisions based on fact to testing assumptions for initiatives to providing a mechanism for comparison with competitors. Most important a feedback program assesses client satisfaction and provides a road map for improvement. READ MORE >

This is an exciting time to be a new partner in a law firm. The legal market has experienced several years of record profits and growth while the global market as a whole continues to become smaller. The profession will undoubtedly continue with its metamorphosis as Generation X infiltrates the law firm partnership ranks. READ MORE >

Law firms that take a short-term view on talent during an economic downturn will find themselves paying the price. Rather than a cutting-back period, the breather afforded by a slowdown in work is a good time to redouble efforts on a review of the firm’s recruiting policies and practices, and its approach to professional development. READ MORE >

''Sir, she said, ''you see before you one who, like our Sainted Lincoln, burns to serve through the medium of the law.'' READ MORE >

This year, the managing partners in a number of law firms around the country will step down from their posts and watch as new leaders take on their firm’s top management position. Most often, the change in a firm's leadership happens smoothly, is viewed as a positive move internally and has little immediate impact on the firm as a whole. Unfortunately, we also have witnessed problematic transitions that disrupt the firm and invariably lead to hard feelings. Given the leadership changes planned throughout the country, it is a good time to address some of the challenges former managing partners and their successors may face during the transition period. READ MORE >

Retain More Associates by Taking a New Approach to Training and Development

A recent study confirms what training and development experts and law firm professional development directors have long recognized: that specific initiatives in associate training and professional development are critical in reducing attrition rates of young lawyers. But the traditional law firm approach to training and development is not the solution. READ MORE >

Unless you've been in the cast of ''Survivor,'' you are aware that associate salaries have taken a dramatic jump in recent months. Law firms across the country, and certainly in Washington, have had to grapple with the impact that rising associate salaries will have on their firm. READ MORE >

Law firms are in an enviable position—the demand for legal services is at an all-time high; profits are growing by leaps and bounds at many firms; the high-tech “new economy” is creating new legal needs; and the end of the growth period is not in sight. Unfortunately, legal industry growth is occurring at the same time that unprecedented numbers of associates are leaving their firms for other firms, or quitting the industry altogether. Currently, very few associates stay with their first law firm for more than two to three years. For many firms, the combination of a high workload and an inability to retain associates is stretching firm resources to the breaking point. READ MORE >

It seems as though the number of female partners currently working in law firms is becoming fewer and fewer these days. A lot of female partners are fleeing from firms due to a lack of balance in their work and professional lives, and also because of an absence of support or mentoring. In this article, I am going to discuss some of the ways that firms can attract and retain female partners. As many women in this country opt to pursue law as their professional career, those firms on the forefront of female partner retention efforts will benefit greatly by attracting existing female partner talent and those up and coming women attorneys who represent the next generation of female partner candidates. READ MORE >

I was recently quoted in IPLaw360 in a piece on Wal-Mart's ill-conceived memo trying to rein in associate rates charged them for work. The upshot is that Wal-Mart wants no rate increases unless an individual memo is approved as to the individual worth of each attorney billing on a matter. Other than the fact that I cannot believe such a procedure would ever be put into practice on a consistent, to say nothing of a long-term, basis, the plan will of course backfire on Wal-Mart, at least from the law firm point of view. READ MORE >

Years ago, while representing a client in an M&A deal as the head of the ERISA group at the now-defunct Hutchins, Wheeler & Dittmar PC, Carol C. Brown was intrigued to learn that the lawyer on the other side of the deal was from a boutique whose sole focus was the Employee Retirement Income Security Act.

Today, Brown and former Mintz Levin Cohn Ferris Glovsky and Popeo PC employee practice group head C. Stephen Parker Jr. have their own ERISA boutique, Parker & Brown PC in Boston. READ MORE >

The first and most important step of the legal-recruiting process, building long-term client relationships with law firms, is too often ignored or underestimated by many recruiters. Strong relationships are what allow a firm to trust a recruiter with its hiring decisions and are actually critical to any recruiter's effectiveness. Building this trust is far more rewarding than making an individual deal or placement, although it often takes much more effort and consideration for the client's needs. To this end, a good recruiter must always look to deepen its business relationships into partnerships and take into account whether an attorney he/she represents will benefit that attorney's partners as much as that attorney's placement will benefit his/her own interests. READ MORE >

In the 1980's, the professional world was introduced to a new term of art: the so-called trailing spouse. Trailing spouse syndrome has been generally defined as the effect the relocation of one's spouse has on one's professional trajectory. More specifically, the trailing spouse subordinates his or her own career in order to allow his or her partner to advance professionally. Since many spouses and partners possess their own distinct professional identities, relocation for a new job (even with the same employer) affects not only the candidate, but the spouse as well. READ MORE >

There is a select group of candidates that everybody wants, and you know the type we are talking about. Excellent credentials, highly desired practice group, and a great personality to boot. The age-old question for law firms: How do we most effectively recruit these top candidates? READ MORE >

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. READ MORE >

6 Rules Attorneys Use to Choose between Competing Law Firm Offers

1. Most Attorneys Will Choose a Firm Based on the Firm's Perceived Prestige Level
2. The Sense of Importance Attorneys Attach to Working in a Given Firm Will Strongly Influence Whether They Accept Employment There
3. The Attorney's Perception He/She Will Be Welcomed in the Firm Will Have a Strong Influence on His/Her Choice to Join One Firm Over Another
4. The Type of Work an Attorney Is Offered Will Have a Strong Influence on His/Her Decision to Join a Given Firm
5. Attorneys Will Often Choose to Join a Firm Based Upon Their Perceived Advancement Potential
6. Unless the Salary Is Drastically Lower, Money Is a Less Important Consideration for Attorneys Than Most Firms Seem to Believe

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. READ MORE >

I. Introduction

You've received a call from the managing partner in your firm's intellectual property practice, who needs to hire three new associates, pronto. READ MORE >

His character's fate sealed by mortal wounds suffered on a historic battlefield, the actor casts his glance heavenward and breathes forth an elegant final soliloquy, imparting timeless words of honor, courage, and love. When he finishes, all is silent, save for the clatter of his falling sword and shield as the hero slumps and falls. The story has concluded. The curtain falls. The audience, moved by the dramatic scene just witnessed, erupts in applause, shouting its adoration. Another fantastic stage production has ended for the theater company. READ MORE >

Opening a branch office is a great way for businesses to expand their operations beyond their home base. It provides an opportunity to reach new markets and customers and tap into the potential of a new geographic area. Taking the step of opening a branch office is a major decision, however, and requires careful planning and preparation.

When deciding on whether or not to open a branch office, businesses should assess the potential benefits of doing so. These include having a physical presence in a new region that can be used for sales and marketing, cultivating stronger relationships with existing customers, and establishing access to new talent pools. Additionally, businesses should consider the cost factors associated with such a move, including the upfront investment required, ongoing operational costs, the strain on existing resources, the need for legal advice and other compliance factors.

Once the decision to open a branch office has been made, the next step is to perform a feasibility analysis. This should include defining the purpose and objectives for the office, determining the necessary personnel and skill requirements, examining the expected cost of setup and ongoing operations, and reviewing any local business and regulatory laws. Additionally, businesses should research the local market to determine whether there is sufficient demand and opportunity to make the venture worthwhile.

From there, businesses will need to develop a business plan and budget to ensure the office meets their goals. This should include outlining the specific services they will offer, determining pricing and staffing models, and setting up the necessary infrastructure. Additionally, businesses should consider local incentives available, such as tax credits, to help reduce any potential costs.

Lastly, businesses need to consider the necessary legal and administrative requirements to establish a branch office. These include applying for permits, hiring employees, and setting up banking and accounting services. Additionally, businesses will need to ensure that all employees at the new office are adequately trained and familiar with procedures and protocols.

In conclusion, opening a branch office is a major undertaking that requires careful planning and thoughtful consideration of all relevant factors. By taking the time to properly assess the potential benefits and costs, as well as complying with all legal and administrative requirements, businesses can ensure that their expansion efforts are successful.

Growth is essential to the long-term survival of any business, whether it is opening a company in the USA, internationally, or expanding company offices. American and foreign law firms have grown by marketing to the public, acquiring lateral partners with portable practices, merging with other firms, and starting new branch offices. READ MORE >

Law firm recruiting managers are called upon daily to handle a myriad of responsibilities for their firms, including coordinating fall recruiting programs at law schools, planning and managing summer-associate programs, managing lateral hiring, professional development, and conducting partner and associate evaluations. Some of these professionals also handle human resources and marketing functions. These professionals are highly skilled and most often overworked. READ MORE >

Summary Law firm hiring managers looking to add lateral candidates to their team should know the best practices for effectively interviewing them. An understanding of the candidate's experience and goals is essential to the success of any lateral hire, and the interview process should reflect that. A successful lateral hire has the potential to add value to the firm as well as be a great fit culturally, so it is important to get it right.

First, ensure that the interview team is thoroughly prepared. The team interviewing the candidate should be familiar with the candidate's resume and have a clear understanding of the skills, experience, and goals they are looking for. It is beneficial to have the candidate's references and work product available for review during the interview process.

Once the interview team is prepared, the interview should begin. Firms should consider including a mix of structured and unstructured questions in the interview process. Structured questions can help to facilitate a conversation focused on the facts, whereas unstructured questions can offer a chance to gain insight into the candidate's personality.

When considering the content of the interview questions, it is important to focus on the candidate's experience and career goals. For example, questions can explore what the candidate has accomplished with past employers and what they hope to accomplish in the future. It is also important to assess the candidate's overall fit for the firm by discussing their knowledge of the firm, their values, and the vision they have for their future professional path.

Beyond the questions posed, the interview team should also be paying attention to the answers the candidate provides. They should pay attention to both the content of the responses and the manner in which the candidate expresses themselves.

Finally, it is beneficial to have a mix of feedback from the interview team. After the interviews are complete, the team members should discuss what they heard from the candidate as well as their impressions of the interviewee. This collective feedback process can help the team to understand if the candidate could fit in with the existing team.

In conclusion, the lateral hiring process is an important part of any law firm's recruitment strategy. Interviewers should be prepared and the interview should include a mix of structured and unstructured questions to ensure a comprehensive understanding of the candidate's experience, goals, and fit. Additionally, the interview team should work together to provide collective feedback on the candidate and help make the best hiring decision.

For the World’s Largest Collection of Law Firm Interview Resources Click Here

Numerous books, articles, and training materials have been written on the subject of how to successfully interview for a job. Most of this information is geared toward the job candidate, instructing him or her to dress professionally, arrive on time, anticipate difficult questions and prepare responses, maintain eye contact, avoid slouching, and generally make the best impression on potential employers. READ MORE >

BCG Attorney Search is a legal placement firm and not a legal recruiting firm. There is a huge difference. Read more about this here.

There is a pervasive opinion among attorneys and firms that all recruiters work out of a spare room in their lofty mansions, pocketing 100% profit from their commissioned attorney placements. While some legal recruiters do indeed operate like this (usually minus the lofty mansions), BCG Attorney Search incurs many traditional and many more "invisible" costs, most of which go into solidifying our clients' position in the legal market. Recruiting businesses, like all businesses, have expenses-advertising, payroll, office overhead-that are sunk costs. Additionally, all businesses have the choice of how to allocate the rest of their funds, with the traditional options being putting those funds straight into the President's pocket or reinvesting them in the company. Putting the time and effort (and money) back into the company in our efforts to provide the most full-service legal-recruiting agency is what sets us apart. READ MORE >