Sheryl Odentz, Progress in Work LLC
As a law partner, since you can’t meet people face-to-face due to COVID-19, developing business is more challenging than ever. Here are three ideas from Sheryl Odentz to help you reframe your efforts.
by Andrew Gurman & Michael Lord
If you are evaluating job options, keep in mind the “COULD” approach.
Read More: You COULD do it: Job Tips for 2021
by Jon Lewis
This article addresses some frequently asked questions from candidates relating to how much time they can/should take before responding to an offer.
Read More: Offer Response Time - Candidate FAQ
by Bruce K. Segall
As 2020 is upon us, we all might reflect on our use of LinkedIn. Are you like me and well into your second decade as an active user? Or are you part of the larger group who has largely stayed on the sidelines? Regardless of your past stance, what would cause you to rededicate some of your precious time to LinkedIn in 2020? For most of us, a focus on LinkedIn’s original mission would help. The words of LinkedIn’s founder Reid Hoffman in 2009 still ring true: “We’re always about individual professionals doing business with their network.”
by Jon Lewis
Ask legal recruiting coordinators at law firms to name the most frustrating part of their jobs and there’s a good chance you won’t have to wait long before hearing something like “I hate it when we finally find the candidate we want only to have that candidate pull out or reject our offer.” Withdrawals and turn-downs can be a double whammy—not only has the employer failed to reel in a preferred candidate after what is frequently a lengthy vetting/interviewing process, but often they are also back to square one in trying to fill the need that occasioned the search in the first place. However, notwithstanding the costs in terms of time, effort, and aggravation, a significant number of employers repeatedly make the same kind of mistakes which unnecessarily heighten the risk of losing good candidates.
by Betsy Munnell
Any rainmaker will tell you: Business development is all about people. And growing authentic, lifelong relationships is all about giving and helping, freely and for free—without expectation of a return on your efforts. The ideal way to build and deepen your rapport with your clients, prospects, colleagues, referral sources and other important contacts is to learn as much as you can about each person and identify what he or she needs to be successful and fulfilled. Once you’ve done that, things get very simple. You just need to help meet those needs.
by Andrew Gurman
Lateral interview performance depends on various factors, including a candidate’s experience, nonverbal communication, interpersonal skills, and verbal presentation. As for the substance of what a candidate says during an interview, focusing on a few key points can help guide responses to interviewers’ questions. Keep in mind the acronym “GOES” when interviewing.
Read More: An Interview Approach that GOES a Long Way
by Jon Lewis
As a veteran legal recruiter I have on occasion been asked by law firms and in-house legal departments how they can more frequently and efficiently succeed in getting the kind of strong candidates they want. In response, one important piece of advice I often give is simply “move faster”. Once they have identified a candidate they like, many employers would be well served by completing the interview process and extending an offer more promptly than they sometimes manage to do.
Read More: Legal Hiring—The Need for Speed
by Michael Lord
Make your initial introduction a positive one. The old adage that “you never get a second chance to make a first impression” is right on the mark.
Read More: Introducing Yourself
by Jon Lewis
One question that candidates often ask legal recruiters is “What is the going market rate in terms of salary for someone with my experience?” The question is certainly a reasonable one, but the answer, and the forces driving that answer, aren’t necessarily what all candidates expect to hear.