As we have mentioned before, recruiting is sales; but sales in not JUST about the numbers it's about performance.  When it comes to selling yourself as a recruiter to employers or job candidates, success is not simply in the raw numbers, true success is measured in the number of contacts you initiate with prospective employers or job candidates on a consistent basis over a long period of time.  That means contacting prospective employers and quality job candidates for the first, second, third, fourth and fifth time and so on over a period of time. That is where true, long-term recruiting success comes from.

How do you know if you are initiating ongoing and consistent contact with employers and job candidates?  Well, the first place you can look at is your results.  How many interviews with job candidates have you scheduled?  Is it the number you want?  How many employers are you meeting with this week?  Are you on target?  Do you have a system of tracking how many employers and/or job candidates you contact each day or week?  Do you keep track of who you're contacting and follow-up with them over a period of time?

To experience more success as a recruiter, make sure you have a system that includes the following:

1.    A system of prospect follow-up communication, which can include the phone, email or postal mail.

2.    A system of tracking who you contact, when you last contacted them and when you are scheduled to contact them again.

3.    A system to measure how many times you have contacted prospects.

4.    A set goal of calls to make each day.

5.   A monthly plan to reach out and make new contacts.  How many law firm recruiting coordinators will you contact?

6.   Check in at the end of each day to make sure you are on target to meet your goals.

References, that ever important element of sealing the deal on a job offer. But how exactly can a job candidate find and secure references that will actually benefit him/her in securing the job of their choice.

Well, first let's look at some basics.  Never put your references on a resume or cover letter.  Only provide references once the employer requests them.  Typically, an employer will request three references; but every job candidate should be ready to present more if needed.

Who should you use as a reference?
Potential references could be former employers, clients, co-workers, partners or judges.  But they can also include well-known community, political and business leaders, educators or members of any professional organization you belong to. It's generally not a good idea to use current employers or co-workers as references if you want to keep your job search confidential.

Helping Your References Help You
Always ask before you place someone on your reference list and meet with them to make sure that they will give you a positive reference.

Provide a copy of your resume to those who agree to act as a reference and create a one-page "cheat sheet" that summarizes your strengths, weakness, work style, practice areas and reasons for leaving the firm if applicable.

After leaving a potential employer your reference list contact your references and remind them that they will be receiving a call.

Ask for feedback from the reference after he/she has been contacted by the employer and don't forget to thank them for their help.

Blogging power has become all the rage with the ability to connect to the right people and sell ideas, products and services.  But recruiters can also use blogging to find the right fit for an employer's job opportunity.  Companies such as Microsoft have already successfully used blogs to recruit some of their best talent and there is no reason why recruiters can't use this tool to their advantage

Here are some ways blogs can help recruiters:

Recruiter blogs reach talent who are not looking for jobs.  Some of the best job candidates are already employed; but if the right opportunity came along many would be willing to jump ship.

Blogs are more personal, giving talent the opportunity to know the person behind the company.  They are informal, allowing a more natural form of communication to take place between the recruiter and the candidate without the restrictions of a face to face meeting in a business environment.

Blogs are viral.  If you've got a great job opportunity and post it on your blog, the blogosphere will spread the word faster than any help wanted ad ever could.

If you're a recruiter and have something to say about recruiting, the job market or great job opportunities, why not consider giving blogging a try.

     Seven Tips for Staying Out of Trouble On-Line
 
A lawyer was interviewing for a new job. He connected with the interviewer, received positive feedback on his resume, and perfectly articulated why he was interested in the firm. He thought a callback was in the bag. That was until the interviewer confronted him with a compromising picture from his MySpace page. Asked to explain what he was doing in the picture, the attorney froze. Not surprisingly, he didn’t receive a callback from the firm.
 
Employers Surf the Web
 
As a legal recruiter that places associates I can truly say that due to the explosion of the
Worldwide Web, you are more than just a resume and an interview. You are a searchable item on the Internet. Anyone can “google” you and find out your club memberships, school alumni activities, and even your recent time in a local 5k race. Some employers make sure the issue is front and center from the very beginning. For example, one of the questions asked in the vetting documents for a position in the Obama White House is: “Please provide the URL address of any websites that feature you in either a personal or professional capacity (e.g., Facebook, MySpace, etc.)." 
 
According to a survey by CareerBuilder, more than 25 percent of hiring managers search the Web before deciding to hire a specific candidate. And over half have decided not to hire someone based on what they found. Here are some of the things that were discovered on-line: Candidates lied about their qualifications, had links to criminal behavior, bad-mouthed or revealed confidential information about their previous company or a fellow employee, indicated they had used drugs or alcohol, showed provocative or inappropriate photographs, used tasteless screen names, etc. The bottom line is that what appears on-line may have serious consequences for you personally and professionally. No matter how hard you work on your resume, how great your references are, or how brightly you shine in an interview, you need to make sure everything about you will pass muster. Therefore, you need to work hard to make sure anything that could be construed as negative or questionable is not posted anywhere on the Internet.
 
Even If You Already Have a Job
 
This may sound like something that is only threatening up-and-coming lawyers. Wrong. Many law firm and in-house recruiters are creating “dummy” Facebook and MySpace accounts – not only to research potential summer and lateral associate candidates – but also to monitor current employees. Poor Internet decorum can kill your current career just as easily as it can ruin your future job prospects. 



Reputation Management in the Internet Age Continues Here.....

We've talked a lot about what it takes to get hired; but many job candidates, despite their best efforts send signals to employers that say -- DON'T HIRE ME. Let's take a look a few:

Lack Of An Overall Career Goal -- In other words you're just floating waiting for life to happen to you instead of making things happen in your career.  Oftentimes an employer may ask an interviewee where they see themselves in 15 years or 20 years.  They're asking this question because they want to know what your career goals are.  If you say, "I don't know" or fumble through the question that's a sign that you don't have any clear objectives for the future of your career which is a bad sign.  What you're saying to the employer is that you're unfocused and unmotivated and that you're probably a bad long-term investment.

Changing Answers To Interview Questions -- During an interview many employers will ask the same questions several times in different ways.  They want to make sure that the job candidate's answers are honest and genuine.  Don't offer insincere or "canned" responses to interview questions. Because if you do you may end up giving different answers every time the question is asked again; but different. Doing so tells the employer that you probably can't be trusted. Remain honest throughout the process and you want be snagged by this issue.

Consistently Bad-Mouthing Former Employers -- Okay, we know this is a tricky one.  Some employers may have been "not so good" in the past; but that's no reason to bad-mouth them in an interview.  Only highlighting the negative aspects of a previous employer tells an interviewer that you will probably one day bad-mouth them.  If you had a negative experience with a former employer resist the urge to go negative, try to highlight the positive aspects even while explaining what went wrong.

As a management consultant and trainer to the industry, I look at our industry and how it functions from a unique perspective.  I consider myself more of a student of the business rather than a trainer. I want to find out why things work so that I can develop a model that is duplicable among average people so that average people can achieve above-average billings.  It’s a unique way to teach the business and is  a different style compared to all the other trainers.  I know there are a lot of great trainers out there that are incredibly talented and use that talent to achieve success in the business.  The problem with this is that most people just don’t have that same level of natural talent.  Most of the people I have encountered in the search and staffing business are average people like me.  So if you weren’t born with the smarts of many of the industry gurus, how can you achieve success in the business?

You have to follow a system.  A system is a pattern or a model of doing something that can be replicated.  Consider it a recipe or a formula. If one person follows the recipe for making a cake and another person three states away follows it the same way, they will achieve similar results.

We can also incorporate reasons for failure into our systems thinking.  Look at what has kept other people from achieving in our business, and use those patterns as warning signs.

Recruiters fail because:

1. They don’t want to win badly enough.

This might be the most important reason why people fail in recruiting.  Desire will always outperform natural talent.  If you don’t believe me, then remember the story your mamma told you about the tortoise and the hare.  Whoever wants to win the most usually does, especially in a recession.  If you want to win, then you never pay the price of success.  You enjoy the price.   It never ceases to amaze me how many recruiters expect their boss to spoon-feed them training and to pay for it all. Champions take responsibility for their own training and aren’t afraid to invest in it. Go to the book store today with a $100 bill and buy a bunch of sales books for yourself. Take ownership of your performance and it will start improving right away.

 2. They get distracted.

Hey, this one’s my favorite because it is one of my biggest personal challenges.  I try to solve it by writing down my weekly and daily targets.  Ask yourself, ‘If I only accomplished only three things this week/day and considered myself still a success, what would they be?’  You can also use the weekly tracking sheet on the free downloads section on my site to help you with this.

Article continues here....

When preparing for your interview there is one thing that can kill your chances of landing that perfect job, DESPERATION.  One of the main indicators of a desperate job candidate is that he/she dwells on how hard they have been searching for a job. The solution? Don't talk about how hard you're working at finding a job.  Most people assume the most talented job candidates don't have trouble finding jobs and have their pick of the litter. Of course, job seekers know that the reality is not always that clear cut. All of us, no matter how talented have to put effort into finding work and sometimes the search can get frustrating. But many employers may not consider this fact, so if you suggest to the interviewer that you've been exhausting yourself looking for a job and/or that he/she is the first person to "give you a break" you may be sending a signal that something is wrong with YOU, not the economy, your recruiter or the hiring staff of various firms.   Instead of talking about the 100 resumes you sent out, talk about some of the fun things you are doing while being unemployed such as attending seminars, going to art galleries etc. Also emphasize to the employer that you are interviewing with their company because they are such a good match for your skills, experience and personality not because you are desperate to land any job.

Leopard Solutions offers webinars each week to our clients.  These sessions include instructional training on our systems as well as special educational sessions with guests from the legal and recruiting world.  Next Wednesday, January 28th, at 4:00 pm EST, a special session is being presented by The National Association of Legal Search Consultants.  The guests for the session are NALSC® President, Marina Sirras, Chair of Ethics, Helene Ashenberg, Esq. and Executive Director, Joe Ankus, Esq. They will be discussing the history of NALSC® and the membership benefits of the organization.

If you don’t know what NALSC® is about, this is your chance to find out!  They will discuss their annual conference and regional activities along with services to their members. Topics will include: Continuing Education, Networking Opportunities, SplitServ, Publications, Advertising & their Code of Ethics- Standards and Practice.

You are invited to attend!  If you are not a Leopard Solutions client, please email us for login details.  The session is free, and open to all who wish to attend. Leopard Solutions hopes that you will attend this informative session.

You've gone through the "agonizing" experience of the "first date" with your potential future employer and now they want a second interview.  What do you do?!  Well of course, you accept and follow these few tips to make sure you don't blow your chances.

1.    Take a mental review of your first interview.  Were there any questions or situations that made you uncomfortable?  Maybe you didn't quite know why you prefer THAT particular company as an employer or maybe you didn't give a good enough answer about your weaknesses and strengths.  Whatever the problems were, make sure you smooth them out before you show up for the second interview.

2.    Expect that your second interview will be more in-depth and may involve more people including senior employees of the company. Review all of your notes on the company, such as their mission statement, culture, achievements etc.

3.    Find out who you will be interviewing with in advance and do an internet search to find out more about them.  Don't forget to mention any articles you may have found that mention the interviewee's name in a professional capacity only. Don't mention anything personal.  For example, if you saw their MySpace page, don't say, "I saw your dog on MySpace, he's so cute," because it may give the impression that you're a "creepy stalker."  Simply say in a casual manner, "I ran across an article about your…..at….association…."

4.    If your second interview involves several people, make sure that as you speak and answer questions you give all participants some eye contact throughout the interview.

5.    Be prepared to answer some of the same questions that were asked in the first interview. Try to be consistent with your answers.

Remember, all of the rules governing how you comport yourself during the first interview still apply to the second interview.  Arrive on time, dress and behave professionally at all times.

Every boss dreads the moment that is destined to happen, no matter your efforts--an employee has failed to perform as expected and you need to terminate them.  But many make the mistake of not preparing for the inevitable and fail to prepare for the termination of an employee.  Here are a few tips to help guide you through the process.

1.    Take the time to create a plan for terminating employees.  This plan should include reasons for termination and any agreements between the recruiter and employee such as a "non-compete" or "non-solicitation" agreement.
2.    Develop a standardized system for tracking employee performance and have in place punishments for breaches of conduct and low performance. And apply those punishments equally to all employees.
3.    Make sure that you thoroughly and accurately document an employee's breach of conduct or performance which warrants termination.
4.    If there are witnesses to the employee's breach of conduct or performance make sure you get written statements from them if possible.

Whatever system you create for terminating employees, make sure that it is reviewed and approved by an attorney specializing in employment law.

Sales, is often seen as a nasty word, even taboo, for those of us in the business of hiring talent and serving the needs of clients searching for the "right" employees. Most people unfortunately shy away from sales.  But if you're a recruiter, you are in fact a salesperson responsible for selling the right candidate the right job and the client the best candidate you know is a good fit for their company.  So what are some of the most essential tools for a recruiter salesperson in this often changing environment? 

Just a few years ago it was enough to simply post an ad in a newspaper or online and wait for the resumes to come flowing into your office.  Unfortunately most of those resumes were either low-quality or simply not the right fit.  What was the problem?  The problem was then, as it is now, getting your job ads in front of the right candidates, those candidates that will be the best fit for the position you're trying to fill. 

Here are a few tips:

1.    If you want to catch fish you must first go to the pond.  Find out where candidates who match your needs are congregated.  There are many associations and groups that may attract your type of candidate; you need to be where they are.  Also, online many niche communities exist that may have the type of candidate you are seeking.  Do they have a job board?  If they do, you need to place your ad there.

2.    Is your ad saying the right thing?  Make sure that your ad clearly states what you are looking for in a potential job candidate and what the job has to offer them.  Remember, even in a tight job market the highest quality job candidates are in high demand.

3.    Make sure that your company is projecting the right image.  When placing job ads and using business collateral material such as letterhead, business cards, websites and even email, make sure that you are projecting a professional image.  High quality job candidates will only respond to recruiters who they believe are professional.  To attract the best quality candidates, project your most professional image.

4.    Using powerful attorney lists to cold call candidates who are more likely to be the perfect match.  Let's face it, there are a limited number of top candidates and it's up to you to find them and connect them with your clients.  At the moment it's an employers market and law firms can be as picky as they want.  So make a smart move and use the list of requirements giving to you by the firm and cold call the candidates you think are the best fit.

Leopard Solutions launches a free law school project for law students and law school administrators

Leopard Solutions is launching a new and free law school BETA project that will begin February 2009 and last until December 2009. The law school project will offer law students free access to powerful Leopard Solutions legal tools such as Law Firm Profiles, The Leopard List, a modified Leopard Job Search (listing summer associate and entry level opportunities of U.S. law firms), Leopard Reporting, Leopard Job Board, Leopard Law Blog, Hot Spot and our revamped Legal Recruiter Directory. This mix of professional and public legal tools will give law students and law school administrators access to information about the legal job market, industry opportunities, legal job search tools, law firm research tools, and exclusive video interviews with legal professionals offering their professional insights.

Leopard Solutions would like to invite up to 15 law schools to participate in the free program. Information about the program, its requirements and the application can be emailed to you by contacting Laura Leopard, or by calling 1-800-718-8553.  A demonstration of services included in the BETA trial can also be arranged. 

About Leopard Solutions
Leopard Solutions is a complete resource used by law firms, legal recruiters and law schools to keep informed about the legal marketplace. Leopard Solutions delivers accurate and timely information about attorneys, jobs and law firms in a robust, user-friendly format.

Products include The Leopard List (a search engine of partners, counsels and associates in the major US markets); Leopard Reporting (an overview of the legal landscape that is updated 4 times a year for more of a real-time look at the industry), Leopard Job Search (listing job needs of over 400 law firms nationally and internationally twice a day), Leopard Chat (video series featuring interviews with some of the most innovative and informed law professionals in the industry), Leopard Law Blog (featuring original content for attorneys and law students), Leopard Hot Spot (a daily legal news feed) and an exclusive free attorney homepage (offering research tools, business and hiring solutions for law firms) making Leopard Solutions a one-stop resource for attorneys and law students.

You've finally found who you think is the perfect match for that client with a great job opportunity.  Now, all the job candidate has to do is seal the deal with a great interview.  But some candidates who are perfect matches may not be perfect interviewees.  Here are few things a recruiter can do help their candidate get an edge in the job interview.

1.    Make sure the job candidate is aware of their own strengths and weaknesses. Ask the candidate to write down three to four strengths and one or two weaknesses.  Ask him or her to have a least one or two "stories" that illustrate these strengths and weakness.  But be sure to encourage the candidate to focus mostly on his/her strengths during the interview with the client.

2.    Ask the job candidate to write about two of their most significant accomplishments. Have the candidate practice talking about those accomplishments in a short, concise; but powerful "elevator-style" pitch.  

3.    Make sure that the job candidate remembers to close the sale.  Let the candidates know that at the end of the interview, they should tell the client that they appreciate the interview and that they hope to work with the firm.  Remind the candidate that he/she needs to give a clear indicator that he/she is interested in the job.

As a recruiter do your best to prepare the job candidate for the interview by offering any insights our suggestions to job candidates interviewing with firms.  You may even consider doing mock interviews for job candidates who have less experience with interviewing such as recent law school graduates.

As we have discussed before, a recruiter is not just selling the candidate to the employer; but he/she is also selling the job and the company to the job candidate.  But what we need to remember is that the best candidates (the ones we want) are in high demand even in turbulent times and are also assessing the recruiter during the interview.  Here are a few tips to help you win over the best candidates during an interview.

1.    Treat every candidate with respect and the highest level of professionalism.  This means showing up on time for the interview and respecting the candidate's time.

2.    Be knowledgeable about the candidate's background and have a copy of their resume in front of you while you are interviewing them.  There's nothing worse than saying to a candidate, "Do you have a copy of your resume?" during an interview because you can't find your copy.

3.    Tell the job candidate what to expect during the interview.  Tell them how many people will be conducting the interview and how long (approximately) the interview will last. Also let them know what documentation they need to bring to the interview.

4.    Do not take phone calls during the interview.  Consider yourself on a date…would you take a call during a date with someone you wanted to impress?  If you take a call while interviewing a quality candidate, they won't be impressed.

5.    Give the job candidate an opportunity to ask questions about the position you are offering.  Make sure you are prepared to answer their questions and any questions you don't have answers to, say--"I will need to ask the company and get back to you."  It's really important that you actually get back to them.

6.    This last point is really important, follow-up with all candidates regardless of whether they are a good fit or not for the position.  If a job candidate is not a good fit for a job, call them and tell them that you are not able to place them at this time.  That candidate may not work out this time; but he/she may be perfect for the next position you have available and the fact that you took the time to follow-up will leave a lasting impression.

Many older, more experienced attorneys may be a little apprehensive about looking for a new job because of the fear of age discrimination.  But as many "older" attorneys have already discovered, more age often equals more experience which usually works to a potential job candidate's benefit.

But there are times when age may be a negative factor for some unenlightened employers. And although age discrimination is rare, here are a few tools you can use just in case it rears its ugly head.

1.    Never try to hide your age.  It's illegal to ask a potential candidate how old he/she is; but some employers unintentionally bring up subject that may reveal a candidate's age.  For example if an employer (during an interview) asks, "Do you remember, back in the 1970's when…." don't pretend to not know about the 70's if you were in fact a college student at the time.

2.    On the other hand, don't emphasize your age either.  For example, don't start talking about your grandchildren to an employer, especially if he/she is young enough to be your child or grandchild.

3.    Focus on your skills and experience.  As an older worker you have extensive, proven skills, experience and wisdom that can be valuable to any company; but especially smaller and newer companies.

4.    If an unscrupulous employer brings up an age related question such as "Do you think you have the energy for this type of position?" just take it in stride.  Tell the employer about the physical activities you enjoy outside of work such as hiking or running that will get rid of any doubt about your stamina or energy.

At the end of the day, most employers are looking for the best employees for their company, regardless of age.  But if age does come up, try not to be defensive and instead focus on reassuring the employer that you have what it takes to get the job done regardless of your age.

How can they help you expand your world.
   
On-line networking sites have been touted as the next great thing in building your network. Never before has so much information been so readily accessible, so long as you know how to navigate the various sites. Social and professional networking sites, such as Facebook and LinkedIn, have risen to the top as leaders in on-line networking.  While they can be very convenient and useful tools, there are some things you should understand in order to use them most appropriately.  
 
Social Networking Sites
 
Social networking sites received their jumpstart from the younger crowd. They were designed for teens and college-aged kids to meet and communicate with their friends. MySpace, one of the most popular sites, has become a place where people can assume alternate identities and personalities. Rarely is it used in a professional context. Facebook then arrived. The general premise of Facebook was to create an environment where people could communicate with friends, remote family members, etc. Unlike MySpace, which allows users to set up as many profiles as they like (as long as they use different email accounts), Facebook was originally designed to be more selective – requiring a college email address to establish an account. Facebook has expanded beyond this original vision, though. It is now popular with a wide range of age groups and is used for a variety of purposes. Because of its nature – you have to be invited as a “friend” to have access to someone’s page if it is set up as “private” – people tend to share more about themselves, including their professional lives. As such, companies and various professional organizations are designing Facebook pages and groups, so they’re becoming a great source of networking, though the site’s primary focus still seems to be more social than
professional.
 
Professional Networking Sites
 
Professional networking sites, such as LinkedIn, are designed for the business world. They provide a great way for people to link up with business associates, colleagues, classmates, etc. to build their professional network. Additionally, there are a variety of interest groups and associations that have cropped up, providing a way for users to link to other similarly-situated individuals. Like Facebook, users must approve link requests, so you can build your network as you choose. LinkedIn users have access to all of their links’ links, so the ability to network with others is like playing “six degrees of separation”. Additionally, LinkedIn regularly sends email updates to its members regarding their links’ activities, such as their new contacts and affiliations, group and association activities, employment updates, and relevant articles or discussions.  Additionally, like the social networking sites, LinkedIn has created topical message boards as a way for you to directly contact anyone in your network or your links’ networks.
 


Networking Sites, Continued

Identify the right time for you by balancing your goals with market realities. 
Deciding when to make a lateral move presents unique challenges.  On the one hand, a move should be driven by the attorney’s goals: career advancement, a better work environment or other personal motivations.  On the other hand, the timing of the move must be tempered by market realities.  
The reality today is that most lateral associate opportunities are for mid-level attorneys, those with about two to five years of experience.  That’s not to say that employers won’t hire junior and senior associates, just that there generally is lower demand for those attorneys.  
Here is some advice about the current market and demand for a range of class years:

•    Junior associates face an uphill battle when trying to make a lateral move absent a solid year or two of experience.  From time to time, however, there are opportunities.  Most often those are roles for attorneys who have truly exceptional credentials and experience in the busiest practice areas.  For instance, in the current market patent attorneys have more opportunities to move earlier in their careers than real estate finance attorneys.  
•    Mid-level associates usually have more opportunities to choose from then at any other point in their careers.  Why?  Generally attorneys at this level can make almost immediate contributions to a team; they have solid training, strong experience and a proven track record.  Their billable rates are (relatively) reasonable, and there is still time to add those attorneys to the partnership track without derailing attorneys already with the firm.  Demand starts to diminish at the fourth to fifth year mark.
•    Senior-level associates have many options if they have a sufficient book of business.  For those without business, positions are available but somewhat scarce.  Hiring someone closer to partnership may create issues for those already on track to make partner at the firm.  Another factor is that senior associates bill at relatively high rates, which can raise issues about costs.  Government and in-house roles are popular alternatives to law firm practice for attorneys at this level.

Regardless of class year, don’t pass up the perfect opportunity just because you hope to become more “marketable” (whether to gain more experience or to develop your client base).  Remember that a bird in hand is worth two in the bush – waiting absent exceptional cause is usually not a risk worth taking when you have a strong opportunity at hand.
Equally important, don’t put off your search just because of class year – just recognize that mid-levels are most in demand.  Ultimately, the key is to find the right time for you to move laterally and to act on it when you do.  If you can manage that, the world is your oyster!
Questions?  Contact Elite Laterals recruiter Amy Savage at amy@elitelaterals.com or 202.280.2408.

If you're a law student looking to enter this challenging  job market you need to do your homework and we're not talking about those "law books" we're talking about researching the firms you want to work with.  Here are a few tips on researching a law firm:

1.    Go to the law firm's website and actually read it.  Read the newsletters, press releases, and learn about promotions, new clients etc.

2.    Research articles on the law firm using search engines, the library or the tools at Leopard Solutions.

3.    Use Leopard Solutions to identify key personnel at the law firm.

4.    Conduct an informational interview with employees at the law firm.

5.    Talk to former employees of the law firm to find out the negative aspects of working for that particular firm.

What you want to find out is the philosophy, culture and reputation of the firm you want to work with. You also want to find out the vision of the law firm and what their plans are for the future.  Do you really want to work for a firm that may be considering a move to another state in five years?  Or, do you want to work with a firm that has a business model that isn't viable or sustainable in the long-term? Remember, you can never know too much information about a law firm that you're considering investing your time with.  And it is an "investment."  

1.    How much does this job pay?
Often this is one of the first questions a job candidate asks, which is a huge mistake.  Money should never be discussed on the first interview and when it is eventually discussed, it should be the interviewer who brings up the subject.

2.      What does your company do?
You would think that this is a no-brainer; but many job candidates fail to do any research on the company.  Job candidates must research the company they are interviewing with before their interview.   

3.    Yo' wassup!
Never ever use any slang in a job interview and that includes informal greetings.  Only formal, proper English should be used during the job interview.

4.    I hated my last boss, he/she was so…
Bad mouthing a former employer is a definite no-no.  If you had problems with your former boss, put it in neutral terms such as "we had different work styles" or "our personalities didn't mesh; but he was a great guy."  If you bash a former employer or criticize them, the interviewer will suspect that you would treat them the same.

5.    I don't have any questions at all.
When an interviewer asks you if you have any questions, never say "no."  If you say that you have no questions that will leave the impression that you are not interested in the company. Before your interview prepare at least 3 questions about the company.

6.    I don't have any weaknesses.
As we all know interviewers like to ask potential employees about their strengths and weakness.  Never say you have no weaknesses.  Instead, say something like "I often refuse to take a break to replenish my energy, I need to spend more time on self-care" or "I sometimes take on too much work, I need to learn when to say my plate is full."  These are weaknesses that also have a positive side i.e. you're a hard worker.

7.    Are you married?
Many interviewees attempt to make small talk by asking inappropriate personal questions.  It's okay to make small talk and be friendly; but avoid any questions that are too personal, controversial and totally non-work related.

Here's another interview question that many potential job candidates don't give enough attention.  Why do you want to work for OUR firm? Don't you dare say, "Well, I need a job and you're only one of two positions available, so you win."  That would not be flattery.  Don't in any way suggest that you're only interviewing with a company simply because they're your only option and you're desperate.  Also, never suggest that they are your second choice. What you want to do is really think about why you are choosing to interview with this firm.

Go back to your original research notes and ask yourself the following questions:

What is it about this firm's culture that I like?

Example:  I enjoy the fast-paced environment your firm offers.

What makes this firm compatible with my personality, work ethic, personal career goals and passions?

Example:  I'm impressed by your firm's history of allowing junior attorneys get more involved in high-profile cases and see it as an opportunity to learn more...

Are there any recent news items about the firm that impressed you? Maybe the firm has a history of donating to charity or some other noble cause.

Do you admire the people that work there, the partners, CEOs etc?

Think about what it is that would make this firm your first choice.  Right down your answer and be ready to deliver it when this question is asked by the potential employer.

When job candidates go on interviews it can be a very scary experience especially if you're a recent law school graduate looking to land your first big job.  Most job candidates are pretty rehearsed on what they will say, their job qualifications and what they will tell the company about the value they can add to the firm.  But there is one thing that many new job candidates overlook--a powerful handshake.  A handshake can tell an employer a lot about a potential job candidate.  A handshake that is too soft can send the message that an job candidate is timid and shy, while an overpowering handshake may indicate a domineering personality.  The best impression that a job candidate can give an employer with his/her handshake is that he/she is a warm and friendly person.  So let's look at a few tips that can help you leave a good impression with the proper handshake.

1.    Make sure your handshake is firm but not crushing.
2.    Make sure your hands are clean.  If you ate before coming to the interview, wash your hands thoroughly before coming to the interview.
3.    Avoid giving the interviewer a sweaty handshake.  We know you're nervous, so if your hands are sweaty give them a quick swipe against your trousers or skirt before shaking hands with the interviewer.
4.    Make sure you have the attention of the interviewer before you extend your arm for a handshake.

According to a study released in 2007 by Cisco Systems, there are several personality types that are best suited to be successful home based workers.  It's important to realize that one employee may exhibit more than one of these personality types.  Let's take a look…

Stimulation Seekers:  These are extroverted employees who enjoy having contact with other people.  These types of employees may be good for attending networking meetings and delivering sales pitches to potential clients.

Tough Survivors: These employees work well under pressure but are able to keep a cool head in many types of situations.  These types of employees work well on projects that require situations that may include conflict or high levels of stress.

Curious Explorers:  These are creative and open-minded employees who enjoy having variety in their workday.  They are often very productive in a home based, unstructured environment.

Independent Decision-Makers:  These types of employees love to work with little or no-supervision.  They are independent; but usually self-disciplined.

Disciplined Achievers:  These are employees who are very self-motivated, requiring little outside encouragement when it comes to doing a job well.

When choosing which employees can work from home, make sure you chose those who exhibit at least one of these personality types.

(source: http://www.hrworld.com/features/trends-managing-012908/)

Most recruiters who have many years of experience in the industry have interviewed and assessed hundreds of potential job candidates.  And although each individual job candidate is different there are certain qualities that they all share.

1.    The highest quality candidates all are PASSIONATE about their work.  They love the type of work they have chosen and see it more as "play" or "fun" than as a mere job.  These candidates are able to tell you why they enjoy their particular field and they share the reasons for loving their job with vigor and enthusiasm that is never seen in candidates who are simply looking for a 9 to 5 job to pay the bills.

2.    The best candidates are always willing to LEARN from their mistakes.  They don't have a problem admitting when they are wrong and are quick to learn how they can correct any errors they have made.

3.    Good candidates always WORK SMART.  The best candidates find smart solutions to problems facing them in their work and facing their firm.  These candidates are able to come up with the best solutions for some of the most difficult problems.

4.    Good candidates are always TEAM PLAYERS who are willing to work with a group of individuals for the common goal of improving the company.  

Acting as a bill collector can be a major drain on the time and energy of a recruiter. Unfortunately, many clients may choose to pay certain vendors last especially if they think they have already received the service and have nothing to lose.  This situation doesn't improve during harsh economic times, it only gets worst.  When a recruiter wants to increase the chances of getting paid on time even in the worst of times there a few steps he/she needs to take.
1.    Put yourself in the client's shoes.  What could motivate them to pay you quickly? 

a.    fear of loss
b.    incentives
c.    guarantees

Most people are greatly influenced by fear of loss (punishment), some type of incentive (reward) or guarantee. 
2.    Ask yourself how you can use these motivators to influence your clients to pay you quickly.
3.    Here are a few ideas

a.    fees and penalties for late payment
b.    discounts for early payment
c.    guarantee client's satisfaction if they pay the invoice within a certain amount of time

Put all of your agreements in writing, invoice immediately and remind clients of any rewards or incentives you may be offering for early payment.  Don't mention the punishment (fees, penalties) until after the client is late paying.

Get an edge on the competition by making a great first impression.

Does your resume stand out from the rest or just blend in, despite your hard-earned academic and professional credentials?  With your resume being the key to getting your foot in the door, it’s imperative that your professional first impression is one that will compel your potential employer to learn more about you.

For a winning resume, follow these five simple steps:

1.  Accentuate Exceptional Academic Performance.  
Exceptional credentials impress almost everyone.  The higher rated the law school and the higher the grades, the more beneficial it is to lead with this information.  If your academics are short of exceptional, or if it has been more than five years since you graduated, consider leading with your experience instead.

2.  Be Concise.
Few people are impressed by an overly detailed employment history or a lengthy list of irrelevant academic information.  Streamlining your resume emphasizes the information that is most relevant to the specific opportunity while making certain important facts don’t get buried in the text.  You can provide more details during the interview.

3.  Review.  Review.  Review.
Read over your resume repeatedly until you think it is perfect.  Then hand it to someone else to read.  Nothing detracts more from a resume than grammatical and spelling errors, even when you’re otherwise perfect for the position.  Prove your attention to detail right off the bat by providing a flawless resume.  

4.  Presentation Matters.
Why do fine chefs devote just as much care in presenting their dishes as they do in preparing them?  Simply answered, if it doesn’t look good, diners usually don’t want it!  The ingredients of your resume may be divine, but presentation is key to engaging the reader.  Use clear headings, bullet points, adequate margins and a readable typeface to maximize your resume’s appeal.

5.  Ask An Expert.
Just thinking you know what works isn’t good enough when it comes to the competitive legal market.  When it comes to resumes, experts (professional resume writers, recruiters, career services staff and others) know what works and what doesn’t.  Capitalize on their experience and you’re sure to benefit.  

You only get one first impression.  Make sure that your resume provides the impression you want it to make!

Questions?  Contact Elite Laterals recruiter Amy Savage at amy@elitelaterals.com or 202.280.2408.

Like most business owners, recruiters are finding themselves long on expenses and short on cash.  It's always critical for any recruiter to make the right decisions about spending; but during an economic downturn it can mean the difference between thriving financially or struggling just to survive. Here are a few questions you can ask yourself when trying to determine how to use limited cash in your business.

1.    Will the purchase make me money?  Before you spend cash on a new device, service or vendor, ask yourself, will the investment bring more money to your company?  If the answer is yes, then this is where you should spend your cash first.  

2.    Will this purchase help increase my credibility with clients?  Maybe you want to invest in a professional website, business cards or membership in an organization your clients hold in high prestige. Increasing your credibility with your clients increases the likelihood that they will continue to do business with your and refer you new clients.

3.    Will this purchase increase my access to top-quality talent?  For recruiters, access to the best talent is a key ingredient to attracting and keeping clients.  Use available cash to attract and find the best talent that you can get access to.  Sending quality talent to employers will keep them doing business with you and the best talent is your biggest competitive edge.


The most important thing to consider when spending during a recession is whether your purchases with help your business or are simply nice perks.  These three questions will help you make that distinction.

“I’m too busy.”  “I’m going to wait another ten months for my bonus.”  “I’m going to trial in a year and would not move until after that point.”  Associates regularly make such statements when they delay pursuing opportunities at other law firms.  Is this approach sensible?  It depends, and to a very large extent on the associate’s level of seniority.

The most important factor in determining when to consider a move is seniority.  The vast majority of open associate positions are available for those with between two and five years of experience, i.e., associates who graduated from law school two to five years ago.  Large, prestigious firms focus almost exclusively on attorneys with this level of experience when looking to hire lateral associates.  In fact, an associate’s peak marketability comes when s/he has acquired two to three years of experience.  Among other reasons, firms particularly focus in this range because of associates’ relatively low billing rates and compensation at such class years and the extended period before such associates would seek to consider partnership.

 Are there exceptions to this limited two-to-five year period?  Yes.  This time period, for example, is less relevant in hot practice areas or those with few qualified attorneys, such as intellectual property or investment management attorneys.  Smaller firms also tend to be less concerned about class year, but several adhere carefully to hiring within this range.  Even so, these exceptions to the general practice are quite limited……Candidates with elite credentials are consistently amazed when they find a very narrow range of options available to them after they have practiced for five years.  In addition, the competition for these few spots is often fierce.  But senior associates can simply drop back in class year to be considered for a two-to-five year position, right?  No.  Firms with such class year limitations rarely consider a candidate outside of this range regardless of an associate’s interest in dropping back in seniority and regardless of her/his excellent credentials.  Indeed, firms are most likely to hire at the junior part of the range.

Making a lateral move to another law firm is a serious personal and professional decision that requires weighing a multitude of factors.  But an associate must carefully watch the window of marketability.  Otherwise, most options will forever slip away and competition for the remaining spots will be intense.

If you would like further information or would like to discuss, please contact Andrew Gurman, Managing Director with Michael Lord & Company.  Andrew graduated from Harvard Law School and Yale University and is a former associate at Simpson Thacher & Bartlett and Paul, Hastings, Janofsky & Walker in New York. His direct dial is 646.258.2476 and his email address is andrew@mlordco.com.

The Leopard Chat series continues on our Attorney side, with our 5th and final topic:  Lateral Moves In Today’s Climate.  Marjorie Grossberg of Major, Lindsey and Africa and Nancy Zehner of The Artemis Group offer sound advice to attorneys that many should hear.  This is a brief look at what you’ll find in the video, and we encourage you to take a look!

Law firm hiring has decreased over the past several months and as a result, many attorneys are wary of making a job change in the current industry climate.  That wariness could actually be a mistake.  “People have the mistaken belief that it’s last in, first out and that’s definitely not the case,” says Marjorie Grossberg.  “It’s a good time to make a move when you hit a downturn in the economy, because everything is scrutinized.  If they’re looking, they really need somebody, they really need the talent.”

Nancy Zehner agreed that with assessment, adding that the jobs being offered today have been so scrutinized that, “you can be sure of having a job a year from now, or two years from now – perhaps even more so than where you are now.  Don’t let a good opportunity pass you by.”

Many attorneys are seeking to move in front of the curve to avoid being laid off.  “They see the writing on the wall, “ Marjorie says.  “ It’s good to be proactive and it’s easier to find a job when you have a job.”  There is also a sense that the media available today inflames the hysteria among attorneys and general public alike. When the general public hears from every media source that the economy is tanking, they stop spending and stuff their money in their mattress.  When attorneys see postings on websites that suggest dire circumstances or rumors about a firm’s stability, it can cause them to stay put when moving might be the best course.  “ There is a lot of information out there now, some of which is true and some of which is not true.  You have to parse through that information,” Marjorie suggests.  “Yes, some practices are suffering, but at the same firm there are those that are hiring like gang busters.”   A good recruiter can help an attorney distinguish fact from fiction about job opportunities.  Their insight can help attorneys make a wiser decision and help them search more discreetly. Nancy also adds that, “ a good recruiter will let you know how active the search is and let you know your chances of being seen.”

Attorneys should also take a good look at their current situation and evaluate their future opportunities.  Are they getting work?  Are they getting challenging work?  If you’re not busy enough, that could be a sign that it’s time to move on. Nancy says, “ If you’re not getting work at your firm, your skills could be stagnating.  By going to a firm that has the work, you are giving yourself the opportunity to be more on the fast track.”  

Changing jobs is stressful in any business environment and while this is a more challenging time, it doesn’t mean that opportunities don’t exist or that it’s a wrong time make a move.  Career moves make sense when they make sense for you.  If you’re unhappy a firm, there is no real reason to stay when another opportunity might offer even greater stability and sense of satisfaction.  Taking a look at what’s available to you can be a very smart thing to do. It could actually be a great time to move!  

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Many attorneys searching for work are finding that the job hunt may turn up opportunity but at much lower pay.  The question many ask is…should I accept a position that pays lower than what I earned at my last job?

Well, you can only answer that question if you consider a few critical factors that can help determine if accepting lower-pay is the best move for your career.  

1.    Is the position a step-up for you?  Is there room for growth?  If so, accepting lower-pay could be the price you pay for the opportunity of long-term growth in your career.

2.    What are the terms of the lower-pay?  Does the employer offer an increase in pay after so much time has passed or certain objectives have been achieved?  Accepting a low salary temporarily is certainly easier to swallow than a permanent pay cut.  Whatever you agree to, make sure you get it in writing.

3.    Will the job require fewer hours or have a less stressful work environment? If so, ask yourself how much you value more free-time and peace of mind?  If it's important to you, the lower-pay may be worth it.

4.    Does the job offer excellent benefits?  How much would you pay if you had to pay for your own health insurance, life insurance or other benefits?  Also consider retirement matching funds and any severance package the company may be offering when making your decision about accepting lower-pay.

5.    What is the state of the economy?  What are other positions, similar to the one you're seeking, offering in terms of salary?  With the current downturn in the economy many employers are cutting back and reducing salaries as job losses increase throughout the economy.

When negotiating your salary with any potential employer, make sure you do your homework.  Look at current trends in hiring, the compensation history and financial health of the company making the offer before you make your decision.

As if job interviews weren't nerve racking enough, some of the toughest questions are asked and many job candidates are stumped for the "right" answers.  For example, the question -- Why did you leave your last job?, leaves many interviewees with sweaty palms.

Although sometimes difficult, this question is guaranteed to surface in every job interview, so it's best to prepare your answer beforehand.  First you need to think about the interviewer's motivation for asking this question.  The employer wants to know if there were any negative reasons for leaving your job, such as being fired, not getting along with coworkers or incompatibility with company's culture.  If there is a negative reason for leaving your last job, make sure you have your answer formulated "before" you get to the interview and try to present the negative reason in a positive or at least neutral way.  Please do not under any circumstances go on a rant about being fired, laid off or storming out of the office after being fed-up.  Below are some samples of how you might reply.

 •For a job that was not challenging enough.
 •I was looking for more opportunities for professional growth.
 •For being fired.
 •Unfortunately, it was not a good fit for me or them.  I made the mistake of trying to remain, my work suffered and I was fired.  It taught me a valuable lesson, always choosea   company that is the right fit no matter what.
 •For an environment that was too conservative.
 •I prefer a more creative and flexible work environment.

These are just a few examples, but the thing they all have in common is that they emphasize the positive sides of what could be viewed as negative.