1️. Stand Out in the Crowd: Generic resumes may get lost in the sea of applications. By tailoring your resume to the specific role, you highlight your relevant skills and experiences, making it easier for recruiters to see your fit.
2. Speak Their Language: Each company has its own culture and industry jargon. Customizing your resume allows you to align your language with theirs, demonstrating that you understand their business and can seamlessly integrate into their team.
3️. Highlight Your Value: Tailoring allows you to emphasize the aspects of your background that align with the company’s needs. Showcase your achievements and how they directly contribute to the goals of the organization.
4️. Show Your Enthusiasm: Employers appreciate candidates who take the time to tailor their application. It reflects genuine interest and a proactive approach, setting you apart as a committed and serious contender.

But here’s a pro tip: While customization is key, authenticity is paramount. Ensure that your updated resume maintains the integrity of your professional journey. Don’t make it obvious that you’ve tailored it for a specific opportunity. Avoid naming your resume after the company; instead, focus on subtly weaving in the keywords and nuances that matter.

Remember, your resume is a snapshot of your career story. Make it compelling, make it genuine, and let it speak to your unique qualifications.
Firm Advice #careeradvice #resumetips #professionaldevelopment #professionalgrowth
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Why does camera placement matter?

First Impressions: Just like in face-to-face interviews, first impressions are important. Your camera’s position affects the impression you make. Eye-level placement and good lighting enhance professionalism and engagement.
Non-Verbal Communication: Much of communication is non-verbal. A well-placed camera lets interviewers see your facial expressions and body language clearly, improving the quality of your interaction.
Eye Contact: Eye contact is fundamental to communication. Positioning your camera at eye level creates the illusion of direct eye contact, making the conversation more engaging.
Minimizing Distractions: A thoughtfully positioned camera helps control your background, reducing distractions and keeping the focus on you.
Technical Quality: Proper camera placement enhances technical quality, avoiding awkward angles and framing issues that can detract from your presentation.

So, where should you put your camera?

Eye Level: Ideally, place the camera at or just above eye level for a natural and engaging perspective.
Good Lighting: Ensure your face is well-lit without overexposure. Natural light or quality lighting equipment can help.
Clean Background: Select a neat, uncluttered background. Virtual backgrounds are an option but should be professional and subtle.

In conclusion, camera placement isn’t a minor detail; it’s essential for your overall performance in video interviews. By paying attention to this aspect, you can create a more engaging and effective interview experience, increasing your chances of success. It’s not just about what you say but also how you present yourself on-screen. So, take a moment to optimize your camera location and let your skills and personality shine through!

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One of the things I keep discussing with my colleagues is the significant impact a good profile picture can have. It serves as the first impression you make on potential employers, colleagues, and business connections. A well-chosen profile picture can exude professionalism and approachability, making it crucial for those seeking new opportunities. A clear, high-resolution photo with appropriate attire and a friendly expression can convey confidence and reliability.
It not only humanizes your profile but also signals that you take your professional image seriously. The headshot you select for your profile indicates your judgment. In a competitive job market, your online presence is paramount to that first impression, and a thoughtful LinkedIn profile picture can open doors and set a positive tone for your career endeavors. Of course, it’s important to look beyond the picture, but initially, it is your first impression.

#LegalCareer #CareerAdvice #FirstImpression #OnlinePresence #CareerDevelopment #Professionalism

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The news on LinkedIn has been bleak. The LinkedIn feed is inundated with posts regarding recent layoffs. As recruiters, we have certainly seen an uptick in attorneys who are, or expect to be, laid-off.

Being laid off is one of the hardest things some experience in their professional career. Losing a position, particularly one in which you were a stellar performer and possibly held for years, can take a toll on emotional health and wellbeing.

A job search can be long and complicated. Depending on type and level of experience, it can be a full-time job. It is important to stay positive and persistent. It may take months, but most, if not all, attorneys find an opportunity that aligns with their career goals and aspirations. Often, the new position is even better than the one from which they were laid-off! Embrace the journey and know that finding the right opportunity can be a lengthy process, but it is out there!

Do not be afraid to take your time. The worst thing to do is panic and accept a position that is not a good fit. If it is not a good fit, in the long run, it will not work for the employee or the employer.

When starting your search, keep in mind that despite lay-offs by some companies, the legal market in the DC area remains very busy, with many receiving multiple offers.

The single most important thing to do when searching for a new opportunity is network. Lean on your existing network whether that be old colleagues, friends, recruiters, mentors, or professors. Take time to expand your network by attending events and connecting with professionals on LinkedIn. Most people truly want to help and will offer advice and recommendations.

Networking can be terrifying. However, this article will address networking strategies, explain how to develop skills to grow your network, all while enjoying the journey!

How to find success through effective networking is divided into four categories:

1. Networking is a skill, which can be learned
2. Join local professional organizations
3. Prepare for and attend in-person events
4. Use LinkedIn and professional recruiters

(1) Networking is a skill, which can be learned

Networking might seem daunting. People often worry because they are an introvert, or not fond of public speaking, that networking is simply not an option for them.

Like any skill, networking becomes easier with time, so the important thing is to get out there and start networking! Anyone can learn how to network and, over time, enjoy the process, and its benefits.

You can start small, calling people you already know and letting them know you are looking for a new opportunity. Speaking first with people you know will get you comfortable telling your story. Unless speaking with a close friend, do not be emotional on the call, and try your best to have a positive attitude on what a great opportunity it is to be in a position to find a new and exciting position.

Additionally, reach out to search professionals, either through their company website or on LinkedIn. If you do not know of any, simply conduct an internet search to find placement agencies that work in the legal industry and have a local office. These professionals should be able to offer advice on a job search, and possibly hold the dream job!

Networking and meeting people by attending in-person events is imperative. When attending an event, always maintain professionalism, but remember, the point is to develop connections and relationships with others. Have a positive attitude and a goal of meeting two or three new people. Make an effort to truly connect with the individuals you are speaking with by displaying genuine curiosity and interest in getting to know them.

One of the most important skills to develop when networking is active listening skills. Ask open-ended questions and carefully listen to the answers. While listening, identify areas where you can offer assistance when following up. When you reach out to them the next day to tell them what a pleasure it was to meet, if they like a specific type of food, suggest a restaurant they may like. If they prefer a specific genre of books or movies, or if they are planning a trip to a destination you have visited, offer a recommendation that they may enjoy.

After the initial follow up, it is important to remain in touch to foster and maintain the relationship with your connections. Continue to reach out as topics of interest arise and to check in during significant life events. For example, congratulate your connections on new promotions or reach out when intriguing industry news or shared interests emerge.

Prioritize building meaningful connections over trying to make an impression. Along the way, you will learn a lot and make valuable connections. Many of these connections will likely become life-long friends, enriching your life, not just your career.

(2) Join local professional organizations

Joining local professional organizations is an excellent starting point. We recommend organizations such as the Association of Corporate Counsel, local bar organizations, and other groups that are of interest to you. Becoming a member of local clubs and organizations, which are comprised of hundreds of firms, companies, and professionals, can greatly expand your sphere of “friends.” Many organizations host several events each year, where you can meet other members and utilize your networking skills. Prioritize attending in-person events where you can make meaningful in-person connections. In addition to in-person events, local organizations also provide resources that offer webinars and workshops on career development.

Volunteering to help organize events is another great way to harness the benefits of professional organizations. It allows you to further engage with members and organizational leadership. Moreover, volunteering plays a pivotal role in developing leadership skills, which are heavily sought after in today’s job market.

You can also get involved in local organizations by hosting panels. If you are a subject matter expert in a certain industry, reach out and volunteer. Hosting a panel or seminar is a terrific way to get in front of industry leaders who are looking to hire and may be impressed by your expertise.

(3) Prepare for and attend in-person events

As mentioned above, one of the best ways to expand your network is attending events hosted by local organizations, firms, and/or companies. Keep an eye out for events discussing areas of the law that are applicable to your industry or which pique your interest. We understand in-person events can be scary. But remember, most attend in person events, at least in part, to meet people! Attending in-person events is irreplaceable. Making a connection in-person is much stronger than what can be made over the phone or via email. It is also conducive to meeting a greater number of professionals at one time. If you are too nervous to attend alone, bring a friend or colleague. However, be sure to not just speak with your plus one. Moreover, ensure you do not just speak with one person in general, your goal is to meet new people. Aim for meeting two to three new people at each networking event you attend.

Prior to the event, ask the host in advance for a copy of the guest list. Contact those you know and those you want to know on LinkedIn or via email. Contacting attendees and establishing a connection beforehand can help alleviate nervousness of attending an event where you may not know anyone.

When preparing for the event, practice your elevator pitch. Your elevator pitch should be no longer than 30 seconds. It should cover your passion for the industry, who you are as a worker and a person, your key accomplishments, what your career goals are, and what you can contribute to a future role. Revise your “elevator pitch” so that it is not a lecture, but rather, sparks an engaging conversation. Keep up to date on current events, world affairs, emerging business trends, and even movies so you can start or join in on conversations.

This should go without saying, but dress professionally and bring business cards!

When attending the event, arrive early and leave late. You don’t want to be the lone straggler who walks in on a panelist or host making a speech. As already established, attending a crowded function where you do not know anyone can be intimidating. To overcome the fear of meeting new people or attending an event where you do not know anyone, ensure you are one of the first to arrive at the event. When the next person walks in, you can introduce yourself and you have broken the ice for yourself.

If you catch yourself standing alone, do not pull out your phone. Stand in the food or drink line and strike up a conversation with the person behind or in-front of you. Or walk over to someone who is standing alone and introduce yourself. Another option is to walk up to a pair of people, wait for them to acknowledge you, and with a smile on your face reach your hand out and ask if they mind if you introduce yourself. If someone is meandering around the group with who are speaking, invite them in to join the group and make sure they are introduced to everyone.

If the event is seated, avoid sitting down until it is absolutely necessary. Once seated, the polite thing to do is to introduce yourself to everyone at the table or at least to those seated next to you.

Ask open-ended questions and listen carefully to the answers. Ask your connections about their business and professional career, what brings them to the event, and expand on any other connections you may discover while speaking. Focus on connecting, not impressing.

Avoid being overly emotional when networking; it allows for clear and rational communication, facilitating a professional relationship built upon competence and mutual respect rather than being driven solely by personal emotions. Being positive when networking is also essential because it not only creates a favorable impression but also fosters a conducive environment for meaningful connections.

After you have established a connection, ask for a business card and permission to contact the person. At this point, do not try to set an appointment to meet or speak at a later date. As with any relationship, you do not want to appear desperate (i.e., do not propose on the first date!).

After the event, be sure to follow up with your connections! You should follow up within 1 to 2 business days maximum. Business cards are not like baseball cards, as they decline with age. You should follow up via LinkedIn and email (if you have it). The follow up is when it is appropriate to set up a time to speak further.

(4) Use LinkedIn and professional recruiters

LinkedIn is invaluable in the job search. Almost all professional recruiters and potential employers will evaluate your LinkedIn profile in conjunction with your resume. It is important to ensure that your LinkedIn is not only up to date, but professional. LinkedIn is a professional site, so use professional photos only. Also, include only information on your LinkedIn profile that will further your career. For example, do not include excessive details regarding your litigation experience from 20 years ago if it does not align with your current expertise and career aspirations.

Recruiters use LinkedIn every day to source and evaluate candidates. One of the keyways to find candidates on LinkedIn is by conducting searches. Recruiters use keywords to search for relevant profiles. For example, an effective LinkedIn search for a privacy attorney would include keyword terms such as CCPA, GDPR, or DPA. If these terms are not included on a privacy attorney’s profile, then that profile is not going to appear in the conducted search. Similarly, if there are gaps in your resume or LinkedIn profile, be sure to explain those (i.e., one year sabbatical to care for family or left due to company acquisition).  Lastly, activate the “Open to Work” feature (only recruiters can see it) to let recruiters know you are interested in new opportunities.

When recruiters reach out, always take the call, or at least respond (even if the opportunity they have presented is not a fit). Likely, recruiters may have another opportunity that would be a fit, or an opportunity in the future that will be a fit. If you have made that connection with the recruiter, you are going to be one of the first people the recruiter will think of when new opportunities arise. Responding quickly to inquiries or outreach is also important, as positions are often quickly filled.  You can also recommend a colleague, to ingratiate yourself with the recruiter and colleagues.

Another way to utilize LinkedIn is by connecting with hiring managers or individuals working in your desired fields. For those employed in your ideal position, reach out and see if they would be open to sharing their experiences about their career trajectory and what skills and/or connections helped them in obtaining their current position. Approach these calls as a chance to build relationships and gain insights on how to pursue your ideal career, rather than as a means to secure employment.

Key takeaways

Pressure makes diamonds, and whether you are aware of it or not, this time between positions is an opportunity to develop critical networking skills that will be invaluable throughout your entire career.

These four key takeaways can go a long way while searching for a new opportunity.

1. Your network is worth so much more than some believe. That is why it is important to hone networking skills, master the art of networking and start by making that first call to an old colleague or friend!
2. Take advantage of all the local organizations at your disposal. One of the reasons people join local organizations is to meet and hire stellar talent.
3. When possible, always attend in-person events to make those career changing connections.
4. Make sure to use LinkedIn and professional recruiters.

If you are currently seeking new opportunities, please do not hesitate to reach out to us at Firm Advice. We will help in any way possible.

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Here are several tips to help build trust with both your coworkers and your superiors:

• Be honest and share information completely. Be straightforward and honest with everyone and expect the same in return.
• Be open to the ideas of others. Don’t dismiss an idea simply because it doesn’t align with what you had in mind. Take everyone’s feedback into consideration before making a final decision and let others be heard.
• Stand up for what you believe in. If you feel strongly about an issue, make sure you voice your opinion–but be sure you can share some evidence to support your view.
• Follow through on commitments. The easiest way to lose someone’s trust and confidence is to let them down. Make sure you meet your commitments and don’t set deadlines you can’t meet.
• Learn from your mistakes. Mistakes will happen, and when they do, own up to them. Taking responsibility and developing a process to ensure the same mistake isn’t repeated is a great way to build trust.

At FirmAdvice, we take great pride in helping people. If you are looking for a great new opportunity, please contact us today.

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1. You have a lot of potential – start recognizing it!
   You may not be built like a bodybuilder or be mistaken for a supermodel. But with positive thinking, focusing on your strengths, and self-determination you can achieve some truly amazing things.
2. Decide what you want – and set goals along the way.
   Remember the old saying “Rome wasn’t built in a day”? Well, it wasn’t! When setting goals, it’s important to keep your long-term goal in mind, but set smaller goals along the way. This will help keep you motivated and patient.
3. Get focused and discipline yourself.
   Nothing in life is free. If you want to meet your goals, you’re going to have to work for it. Focus your attention on your goals and don’t stray. Make sure each day you do at least one activity that centers around your goals.
4. Stop doubting your abilities and develop self-confidence.
   Strike the phrase “I can’t” from your vocabulary-because “you can”! Don’t complain or get frustrated with little roadblocks. Instead visualize your success.
5. Avoid negative people.
   Negativity is contagious. One of the easiest ways to become successful is to surround yourself with positive, successful people.

We hope you find these suggestions helpful. At FirmAdvice, we make the effort to help people excel in their careers.

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As the Covid-19 pandemic swept across the world, our nation shut down in March 2020. What had been a very frothy hiring market, which started in 2018, pivoted to companies cancelling searches for talent, decreasing salaries, and conducting mass layoffs. However, being ever resilient, it was not long before companies retooled their work environment to enable their employees to work remotely, where possible. By June 2020, this push to facilitate remote work generated a widespread need for companies to enter contracts and consequently a job surge, particularly for attorneys to draft and negotiate technology contracts. This demand for attorneys has continued to escalate, and job seekers are receiving multiple attractive job offers.

CURRENT MARKET

It is a brutal market for employers in the DC area. In the tightest legal talent market this author has ever experienced in 25 plus years in the legal placement industry, in-house legal departments are competing for talent not only with their neighboring companies, but also with companies on the West Coast and even law firms, which are increasingly turning to the in-house market for new attorney hires. Additionally, staying home during the pandemic has resulted in many rethinking their life, and completely dropping out of the workforce. For multiple reasons, it is a candidates’ market.

West Coast

Complicating the talent search process is that, even before COVID, major technology companies, primarily headquartered on the West Coast, were tapping into the legal market on the East Coast. These companies have found a rich talent pool on the East Coast and have stepped up their pace of hiring. They continue to offer not only above-East Coast market compensation, as well as valuable stock options, but also allow fully remote work, so that their employees can live anywhere in the world. Most East Coast companies cannot compete with West Coast salaries and have not been willing to allow remote work. At best, companies based on the East Coast might allow a hybrid work environment, where employees need to live within commuting distance to the office and can work from home a couple of days a week. Companies based on the West Coast frequently offer generous, valuable stock options, and East Coast based companies are increasingly following suit.

Law Firms

Just as law firms hired en masse in the late 1990’s dot.com boom, law firms are getting creative to meet the current strong demand. Historically, transitioning from a law firm to in-house was a one-way street; firms very rarely hired from corporations. Even though law firms traditionally paid better than in-house positions, attorneys were willing to take the pay cut for work-life balance and to be part of the corporations’ mission. When firms did hire from in-house, it was typically an attorney who was a former general counsel of a significant client. Now, however, law firms regularly look to corporations and associations as a source of well-trained talent.

With the shortage of legal talent and clients needing assistance from law firms at record levels, law firms are implementing multiple creative benefits to keep and attract talent. Many firms are redesigning their offices into more egalitarian workspaces with multiple meeting rooms to foster a collaborative work environment. Additionally, they are employing wellness programs to reduce burnout and implementing cutting-edge legal technology to attract and retain tech-savvy associates. They are not only continuing to offer high salaries but also provide generous annual bonuses as well as bonuses for “exceptional” work. Finally, they are also giving extraordinary signing bonuses for associates in highly sought-after practices. These signing bonuses can be as high as $100,000, an amount which previously was reserved for former Supreme Court clerks.

Some law firms are allowing their attorneys to choose the number of hours they want to bill. By enabling them to choose the number of hours to bill, the attorneys can make a conscious decision of whether they want to sacrifice some of their salary for a less demanding work year. But what makes this offer so appealing is the fact that the attorneys are given control and predictability over their lives. This choice appeals to those who care less about the money and more about free time, whether it is to climb a mountain or devote time to social issues. Finally, many firms have elevated the status of time devoted to pro bono work almost to the level of billable work. Attorneys are not going to leave their lucrative law firm position unless there is a “compelling reason” (quote from multiple law firm associates).

The efforts of law firms are paying off. In the first half of 2021, the number of attorneys moving in-house from law firms dropped by 12.7% (Law 360, 05/03/2021). According to data gathered by Law360, in the past six months of 2020 more than 300 attorneys left their in-house positions to join the top 200 Law Firms, an increase of 10% compared to the same period last year (Law 360, 05/03/2021).

In-house

Working in an in-house legal department has typically been viewed as an ideal place for attorneys. Almost invariably, in-house attorneys not only have a better work/life balance than those in law firms, but in-house positions offer attorneys a mission they can get behind. The goal of most law firms is to provide good client service on isolated matters, and to move up the rankings by AmLaw. Also, in-house attorneys do not need to devote hours to developing new business, though it is wise to develop good relationships with in-house clients. Additionally, in-house attorneys collaborate with teams of people at different levels who have different educational backgrounds, while those in law firms primarily work with other attorneys. Finally, most in-house attorneys do not have to keep track of what they do every 6 or 15 minutes of their day.

The downsides to working in-house is routinely lower salaries and often limited opportunities for promotion. Despite these negatives, attorneys in law firms have historically been anxious to accept these compromises, often cutting their salary in half, if not more.

Law firms, however, are changing their environments to keep their attorneys engaged. To get back their competitive edge, in-house legal departments need to recognize what their target candidates want and reinforce the message to them that, in general, attorneys working in-house are happier than those who are working in law firms. Unfortunately, job boards are so flooded with postings for attorneys, it is difficult to have your great opportunity noticed by attorneys who are looking for a change. Additionally, everyone is seeking the same attorneys: those who have between 3 and 10 years of experience. Now more than ever, the best way to find the best talent is to conduct a targeted search. Simply advertising will bear minimal results.

Below are steps in-house legal departments can take to find qualified attorneys, without having their HR department, or an outside recruiter, devote weeks to the search.

HOW DOES A LEGAL DEPARTMENT COMPETE FOR SCARCE TALENT?

New Year

While implementing collaborative work environments and a continued focus on a work life balance will help attract strong talent, there are other steps that corporations can take to make themselves more competitive in the search for legal talent. Corporations and non-profits should rethink when they should conduct their searches. Few employers hire in the months of January, February, and March. For the past 25 years, this author has seen that the first quarter of the year is the slowest period for hiring. However, the beginning of the New Year is when people receive their bonuses and become receptive to hearing a “compelling reason” to change jobs. The busiest hiring season has always been the last quarter of the year. Unfortunately, if attorneys change jobs at the end of the year, they might be leaving significant bonuses, often over $100,000, on the table.

Additionally, the New Year is when people make resolutions for change, which can include finding a new job. Therefore, as people are coming into the New Year with their resolutions and a desire to make changes, they tend to be more receptive to the idea of changing jobs.

If possible, employers should remedy that disconnect between the desire of talent and opportunities by conducting searches in the first quarter of the year.

Remote Work and Hybrid Work Environments

After less than a year of working remotely during the pandemic, organizations began to realize that many of their office workers can be productive from home. Startups to international conglomerates have implemented remote work arrangements. Remote work enables employees to work from anywhere in the world, as they do not go into the office. To attract and retain talent, corporations should evaluate whether working on a remote basis is a possibility for their attorneys.

Every organization Firm Advice has consulted with has said remote work has been very successful for their bottom line. According to a Forbes’ survey, when employees were asked if they would prefer to work from home rather than receive a $30,000-a-year raise, 64 percent wanted to continue working from home (“Survey Asks Employees At Top U.S. Companies If They’d Give Up $30,000 To Work From Home: The Answers May Surprise You,” Forbes, May 21, 2021). Remote work benefits both the organization and the workers.

This realization, as well as the fact that many workers do not wish to return to five-days a week in office, has resulted in many organizations hiring attorneys in cities where they do not have offices. Often these remote hires are in lower-cost areas, so they do not need to pay the high salaries demanded in major metropolitan areas.

If a remote environment will not fit your organization’s in-person, collaborative culture, perhaps a hybrid arrangement would work best. In hybrid environments, workers are in the office two to three days a week and may have their own office or may work in a “hoteling” situation, where they reserve an office for the days they will be in-office. The employees must live close enough to an office to arrangement will work. Many attorneys do not want to work on a remote basis, and for them, a hybrid environment is ideal. LinkedIn has recently added a “hybrid” option to the company’s type of work environment when posting positions.

Collaboration

After deciding whether a remote or hybrid work environment would be a possibility, it is imperative that companies create inclusive communities where the employees feel connected. One of the reasons for the growth in demand for attorneys is due to companies acquiring, implementing, and leveraging technology that enables collaboration while working on a hybrid and remote basis.

Even though the majority of people surveyed would choose remote work over a salary increase, those same people want continued collaboration with their colleagues. Accordingly, with the addition of remote working, the organizations that will be most attractive to potential candidates are those that are able to maintain, and build upon, collaboration with the remote and hybrid work environments. The increase in remote workers calls for a larger IT department equipped with the knowledge necessary to teach their employees how to use their new technology. This learning curve is the perfect opportunity to blend the new and experienced employees with those who are working remotely as well as in the office. Scheduling a selection of mandatory classes for employees gives management the opportunity to group together a diverse selection of employees.

Referral Bonuses

Many organizations have found success in hiring by offering their employees bonuses for referrals. Bonuses for referrals of candidates who are ultimately hired range from $1,000 to $10,000, usually depending on the level of the position to be filled.

Consider Those Who Have More Experience Than Needed

A cursory review of legal job postings clearly demonstrate that most employers are looking for attorneys who have up to seven years of experience. It makes sense as employers want to promote from within, rewarding their current employees. But everyone, including law firms, are essentially looking for the same candidates, resulting in paying a premium for these attorneys. However, there are many qualified, experienced attorneys who are not currently employed. Based on a LinkedIn search of the number of attorneys in the U.S., the bell curve demonstrates that the greatest number of attorneys in the workforce graduated between 2007 and 2008. Yet, most employers are looking for attorneys who graduated more recently than that.

Many, if not most of these more experienced workers, who may have lost their positions through a lay-off or redundancy due to a merger, are looking for a place where they can work with a great team handling interesting work for the next five to ten years. Given that, as of January 2020, the median tenure within legal positions is 5.8 years (Bureau of Labor Statistics, USDL-20-1991, September 22, 2020), more seasoned attorneys may stay with their employer longer than those who are looking to climb the corporate ladder. Antidotally, there are more experienced attorneys who are available on a temp or temp to hire basis than there are attorneys who have less than 10 years’ experience, as the experienced attorneys are not in as much demand. This availability provides the opportunity to try out the experienced attorneys on a temporary basis, to ensure they are a good fit before making an offer of employment.

Look for People Who Can Learn and Have Soft Skills

On the other end of the spectrum from experienced attorneys are bright, eager to learn and work, junior attorneys who may not have all the substantive skills desired. To locate a diamond in the rough, it is important to assess their soft skills—their ability to take constructive criticism, be diplomatic, and work with different personalities. These soft skills are usually more difficult to teach than substantive legal skills. Offering training provides a candidate with a reason, in additional to salary or remote work, to accept the position.

Hiring attorneys who need training in substantive areas not only attracts ambitious neophytes, but it can also benefit your current staff, as it gives them the opportunity to learn how to train and supervise a more junior person. Both the new hire and the longer-term employee benefit from the training. The National Capital Chapter of the Association for Corporate Counsel (ACC NCR) offers a terrific Leadership Academy for experienced in-house counsel “to provide the skills necessary to become a trusted advisor and leader…” Providing these growth opportunities for your existing workforce is a way to retain your employees.

SUMMARY

A work environment that inspires your workers and one that enables continued growth and collaboration will translate into productive employees. These employees will want their acquaintances and friends to work with them, and will provide referrals, as well as high ranks on various websites.

Initiating hiring during the first quarter of the year and expanding the pool of applicants, by considering more senior and less experienced attorneys, will help companies gain back their competitive edge.

*Mary Winter is President and General Counsel of Firm Advice. After seven years in a major law firm, Seyfarth Shaw, and General Counsel of an association management firm, she opened Firm Advice in 2000. Firm Advice provides in-house legal talent on a temp, temp to hire, and direct hire basis. Abigail Audlin is an intern at Firm Advice and is pursuing her Masters’ of Science in Applied Political Analytics at the University of Maryland.

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Despite working from home and social distancing constraints, many employers have continued to hire attorneys, on a temporary, temp to hire, and direct hire basis, since the pandemic began. With the lightening of restrictions, hiring has increased, but employers are continuing to maintain modifications in the screening and hiring process. This article will outline steps employers are taking to ensure continuation of their workforce and a hiring process that works during a pandemic.

You have selected the candidates you want to interview. The market remains active, and if these candidates interest you, they likely have the interest of other employers. So, put your best foot forward and move quickly!

Universally, employers are using either their in-house or outsourced recruiter to make the initial screen of the candidates. This screening is typically accomplished by phone if by an in-house recruiter and by video if by an outside recruiter. When the candidates progress to interviewing with in-house attorneys, this first meeting with an in-house attorney is usually conducted by video. While some information is lost in not having a three-dimensional in-person interview, the video interview is nonetheless a better alternative to a phone interview, trying to interview many candidates in-person, or delaying the interview process.

One cannot understate the value of observing body language in an interview, so for higher-level positions, employers are conducting in-person interviews of one or two top candidates before making an offer. Social distancing protocols are observed during the in-person interviews. Since there are risks in interviewing candidates in-person, now more than ever it is important to thoroughly screen and assess candidates before scheduling in-person interviews. By assessing candidates prior to the in-person interview, employers can not only get the best qualified candidates, but streamline the process. Outlined below are best practices I have developed in placing attorneys over the past 20-plus years.

I. Video Interviews

A. Technical Considerations
While there are many similarities between in-person and video interviewing, there are distinct issues to consider with a video interview. Most attorneys are familiar with participating in video meetings. However, if your company uses a video system that is not mainstream, make sure the candidates know which system you will be using and provide the link and password to access the interview, and any other steps they need to know to access the system. You should also provide the full names of the people with whom they will be interviewing and any documents that may be referenced during the interview. Provide the candidates with the name, email address, and phone number of the person they should contact if they have difficulty accessing the platform. Make sure the troubleshooter is aware they need to be available during the relevant time-period. This information should be provided in the invite for the interviews.

B. Be on Time and Be Prepared
The number one factor that most discourages interested candidates is their getting the sense the organization with which they are interviewing does not care about or respect them. This perceived lack of respect during the interview process translates to their thinking this organization does not care about or respect their employees. Candidates interpret low salaries and interviewers not being on time or not having read their resumes as a lack of respect for the organization’s workforce.

Anyone who would typically interview candidates in-person for this position should first interview by video. If business people and executives would normally interview these candidates in person, it is best if they can first interview them via video, either individually or in a panel video interview. This way, you will not needlessly bring a candidate in for an in-person interview if there is not a match with the business units.

1. About 10 minutes before the scheduled time, ensure you can access the video. This margin is necessary as often there will be a system update, or if using a laptop, the battery may be nearly dead;
2. Have a glass of water at your desk;
3. Close all applications you will not be using;
4. Turn off your phone; and
5. Be fully familiar with the candidates’ resume and have questions prepared questions. Even if you decide against a candidate, you want the candidate to want to join your organization.

If you are fully prepared for the video interviews, it is easier to focus on watching the candidates. It is more difficult to pick up clues about personality, ability, and intelligence in a video interview than in-person. Accordingly, the less often you need to look at your materials the more you can focus on looking at the candidates. For this reason, you may want to have at least two people from your organization attend the interview. This way, one can observe, and one can ask questions, possibly taking turns with these tasks.

Moreover, video interviews are not as relaxed as in-person interviews. It is more difficult to make small talk, as everyone is focused on accomplishing the mission of the call. If you are prepared, and the candidates should be prepared, there is a greater likelihood of smooth interviews so your assessments of the candidates will not be sullied with an unfamiliar interview process.

C. Phase I of Interviews: Provide Information
Tell the candidates about the position, but be careful not to provide answers to the questions you will be asking:

1. Define your organization’s core values, its mission, and its culture;
2. Express what you like about the organization and the teams with which you work.
3. Explain where this position fits into the organization’s structure;
4. Explain why this position is available;
5. Delineate what the new person needs to do differently from the last person (if applicable);
6. Describe what needs to be done in the next six months;
7. Outline the amount of responsibility and authority the person will have in the decision making process;
8. Explain anticipated promotions and progression of responsibility. When discussing opportunities for advancement, keep in mind that most companies, except those on a fast growth trajectory, offer limited opportunities for promotion. Even large companies will have more people in the company vying for the opportunities that become available;
9. Identify organizational changes envisioned in the short- and long-term; and
10. Clarify what constitutes success in this job.

D. Phase II of Interviews: Ask Questions
Demonstrate interest in the candidates by asking specific questions about their abilities and goals. This phase of the interview should have a conversational tone with back and forth questions and answers:

1. Abilities

1. I see you have a lot of M&A/litigation/SEC experience — can you elaborate on your role with those transactions/litigations?
2. Where did you receive your legal training?
3. Tell me about difficult situations you have been able to overcome in working with business people or clients.
   1. When were you not able to overcome these issues and what did you do?
4. What are some of your greatest accomplishments in your last two positions?
5. What type of work environment do you like? Have them discuss preferences regarding working as a member of a team or individually and remotely verses in-office.
6. In which areas of law do you consider yourself to be an expert? Get specifics, for example:
   1. How many software licenses have you drafted and negotiated? Do not let them get away with saying “a lot” — a lot can mean 5 or 100 to different people.
   2. How many pages were they?
   3. What was their range of value?
   4. How many people worked on the agreements and what was your role??
7. In what ways do you motivate your teams?
8. Ask questions about concerns you have about their candidacy. For example, if you are concerned because their commute would be long, perhaps he or she is willing to move to the area. Address any perceived lack of skills; they may have those skills, but they are not on their resume.

2. Goals

1. What areas would you like to learn more about?
2. What are you looking for in your next position?
3. Does this opportunity align with your professional goals? In what ways?
4. What contributions could you make to the company? i.e., Why should we hire you for this position?
5. What interests you about our company?
6. What would getting this position mean to you?
7. What are your expectations in this position (including expectations of working remotely)?

E. Ask Candidates if they have Additional Questions
If they thoroughly researched your organization, they should have probing questions that are specific to your organization.

F. Phase III of Interviews: Closing the Interviews
Be upfront about the number of other candidates who are being considered, but don’t let any candidate know he or she is their top choice or that they are the only one who is being considered, unless you want to increase the salary level!

1. Tell the candidate if there are specific concerns; they may have an explanation for the perceived lack of experience, or for all of their job changes. At a minimum, it will be enlightening to see if they are dejected by your observations or if they explain how they have overcome similar lapses in skills in the past.
2. Explain the next steps in the hiring process.
3. If interested in this candidate, ask about the status of their search, such as whether they have any second or third interviews scheduled with other employers (unless using Firm Advice, in which case we keep up with that information).

II. Assessing Candidates

After interviewing all candidates, obtain the below information from everyone who engaged with the candidate. Even if the employee was not on the call, if they communicated with the candidate, they should be given the opportunity to provide input. Often candidates will let their guard down if they believe they are interacting with someone who will not have input on the selection process.

A. Abilities: Where are they Strong and Where are they Weak?

1. Are strengths more important than weaknesses?
2. Are they able to learn what they are missing?
3. How will the business/executive teams view the candidates?

B. Goals: How Do the Candidates’ Goals Align with the Organization’s Mission and Culture?

1. Do the candidates’ desired work environment mirror your organization’s environment?
2. Are the candidates’ goals attainable within this organization?
3. Were they able to present compelling reasons why they want to work for your organization?
4. Do the candidates possess characteristics that make other employees successful?

C. Presence — Be Sure to Observe:
How did they conduct themselves during the interview?

1. Did they arrive on time?
2. Did they make eye contact?
3. How did they comport themselves?
4. Were they properly attired?
5. Were they neat and organized in both their person and materials?
6. Did they answer questions fully, but were not too verbose?

D. Personality
Soft skills can be more difficult to teach than technical skills, but are often overlooked during the hiring process. The employees who helped to organize the interview can often provide insight in this area.

1. Were any of the candidates difficult in setting up the interview? For example, did a candidate need accommodations on their availability, or were they willing to interview early in the morning, late in the evenings, or weekend, if necessary? Did they ask multiple times for assistance about the process of the interview? This need for help is particularly concerning if it they could have figured it out for themselves by researching the issue.
2. Were they pleasant? Were they articulate in explaining answers to questions?
3. Is there a common thread in why they left each of their positions?
   1. Did they repeatedly not get along with people?
   2. Did their prior employers stop giving them interesting or challenging work (maybe because they were not trusted with it?)?
   3. Was there nowhere else for them to rise in the company? This last reason can fall flat if they did not achieve much at the company.
4. Did they leave their employment without having another position? You may need to ask about the month they started and ended employment if those details are not on their resume.
5. If they were laid off, ask how many others were laid off at the same time, and in which round of lay-offs they were let go.
6. Can their areas of deficiency can be corrected with training, experience, or counselling, or are the problems innate?
7. Did they follow up with a thank you note, by email, mail, or LinkedIn?

After checking references, most employers make an offer at this stage of the process, without conducting an in-person interview. All reports are that hiring based only on video interviews have been successful. However, in-person interviews are typically conducted if the organization is making a “permanent” hire for a general counsel or chief legal officer or the position reports to either of those two positions.

III. In-person Interview for Final Candidates

When hiring a top-level attorney, employers typically conduct an in-person interview before making an offer. After obtaining feedback from everyone who interacted with the candidates, select one or two top candidates to bring in for in-person interviews. There are usually one to three people who interview the candidates in-person, in either panel or individual interviews. Most employers arrange for candidates to interview with everyone on the same day, rather than calling them back for additional in-person interviews.

Taking these steps will not only enable organizations to select the best person for the opportunity but will also streamline the process. An organized, thorough approach will reflect well on your organization, which is important when hiring savvy attorneys.

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