Is it time to change jobs?

Before you take the leap, take a moment to ask yourself the following questions: Am I being challenged in my current role? Am I still learning? Do I feel respected and appreciated? Am I developing new skills that will enhance my value? Can I see a future career path? Do I get up each Monday excited going to work or not? Looking at the reality of your current role and being objective about whether it’s something that you need to change vs if it’s a change in employer that is required is often the most important first step. Only you know when it’s time to move on. But chances are you’ve at least thought about what the next move might be. There are some clear warning signs that it might be time to move on. 1. Staying doesn’t make financial sense It probably seems risky, but changing job can often mean an increase in income or other non-financial benefits. New employers may offer an incentive to move across, some new firms are now offering “70 cents in the dollar on billings” and cross-referral/ client introduction fees (often 10% of collected fees). Consider the other benefits you may currently be missing out on … better hours, working closer to home or flexibility like working from home one day a week. You may find you even have time to take that holiday that never seems to come around. 2. You’re risking guilt by association No matter how many hours you put in, if you’re not working for the right people, that is energy wasted. Some firms are known for excellence in one area and not others. Ask yourself: how positive is our firm’s reputation in my practice area? Who are we being compared to? Are we being held back or even missing out on work because of the way the firm is perceived? Perhaps moving on is a better bet for your reputation. 3. Politics is a tricky game Managing demanding clients is one thing. Managing internal conflict is another level of stress altogether. Sometimes firm management just won’t be on your side.  Perhaps they are excluding you from managing bigger clients because of some perceived conflict. Did you back the wrong person at the last partner’s meeting?  Politicking is part and parcel of law firm life, but if it is taking up too much headspace, it may be time to outgrow the petty game playing. 4. Your firm is choked by bureaucracy Too much paperwork and too many meetings might eat into your practice. You would be better off developing business and nurturing client relationships rather than attending endless irrelevant meetings that go nowhere. Over complicated workplaces can be very difficult to change. So ask yourself, do you have time to wait around while these knots are being untangled? Or do you have better things to be doing? 5. There’s been a change in direction When you started your current role it may have been a perfect match. But things change. If your firm decides to take things in a new direction, your areas of focus may simply not fit anymore. Perhaps they have brought in an outsider above you or merged with a firm with an incompatible culture. 6. There’s a values mismatch This is tough because values underpin every decision, big and small. Even if your situation looks fantastic on paper, a fundamental mismatch in values or personalities will wear you down over time. Values don’t have to be spelled out in a strategic document. You’ll know what your firm’s priorities are, and whether you can keep working towards them. 7. You know something better could be out there Even if you’re sure you can stick it out for another year or so, you might be missing out on golden opportunities by keeping your head in the sand. We all know the best roles are often those that go unadvertised – part of the “hidden” jobs market. Now might be time to get a proper assessment of what your opportunities are and let those enviable jobs to come to you (ie. get headhunted) by getting to know connected recruiters in the market. Start thinking about your next move while you still have a good bargaining position and can move on your own terms and timelines. It is always easier to find a role while you are currently employed so try not to hand in your notice (or even alert your current employer) until you have something secured (preferably a written and signed Letter of Offer). For additional career advice contact Jason Elias on [email protected]

Keep your lawyers happy!

Retaining top talent should be a priority for every firm. Turnover is costly in terms of training time, lost work, employee morale – not to mention unhappy clients. With the candidate market for lawyers increasingly tight, it is more important than ever to keep your lawyers happy! By providing a clear career track and support to enable their best work can only be to the benefit of your clients and your firm. Here are four approaches to consider in ensuring your firm culture is optimised to retain your top performers. 1. Focus on employee experience Considering the employee experience is essential to keeping your lawyers loyal and happy. Susan Peters, Senior Vice President of Human Resources at General Electric, defines the employee experience “simply as seeing the world through the eyes of our employees, staying connected, and being aware of their major milestones and the physical environment our employees work in, the tools and technologies that enable their productivity, and learning to achieve their best at work.” Essentially, focusing on employee experience ensures that a firm goes beyond a one-size-fits-all approach to hiring and culture and caters a career track suited to maximizing the potential of each employee. This may mean understanding the differing needs of baby boomers, Gen-X/Y and millennials. 2. Prioritise employee engagement throughout the organisation According to research by Gallup, only 13% of employees globally are engaged at work. This presents a significant cost to employers. Gallup’s research, which included nearly 1.9 million employees, confirmed a strong connection between employee engagement and key performance outcomes, including: customer ratings, profitability, productivity, turnover (for high-turnover and low-turnover organisations), safety incidents, shrinkage (theft), absenteeism, patient safety incidents and quality (defects). Engagement is all about empowering managers and employees to effect positive change to their workplace. “It should go without saying, if the person who works at your company is 100 percent proud of the brand and you give them the tools to do a good job and they are treated well, they’re going to be happy,” Richard Branson told Inc. magazine. 3. Recognition costs nothing This might seem obvious, but showing appreciation for a task well done, a client kept happy or a crisis averted is cheap, easy and needs nothing more than a word of thanks or an appreciative email. Some employees prefer a public accolade – a mention during a meeting, reflecting validation in the eyes of their peers – while others thrive from a quiet word of thanks in private. Public praise, however, serves the additional purpose of demonstrating to the team what kind of initiative is useful. 4. Provide workplace flexibility Outcomes matter, not time in the daily grind. Offering employees the option of working remotely, working around school hours or only coming in when necessary can mean you retain a top talent while still achieving the results the business needs. As the global workforce shifts towards contingent and contract workers – the ‘gig economy’ – flexible workplaces will increasingly become the norm. Like so many other workplace practices, it’s vital not to be left behind – especially with NewLaw emphasising outcomes-driven work and flexible work practices. The cost of unhappy employees The costs of not keeping good employees happy are high. A study by the Society for Human Resource Management suggests that employers need to spend six to nine months of an employee’s salary to find and train their replacement – for a lawyer on $150,000, this equates to a cost of $75,000 to $112,500 for the firm. Optimising the employee experience will be an easier shift for smaller firms and businesses. However, with the candidate market tight, employers will need to prioritise keeping employees happy more than ever. Talk to us today about how we can assist you in finding top talent to fill your next role, email [email protected] or phone (02) 9555 5711.

Why good lawyers are like fresh milk

Good lawyers are like fresh milk – they are a perishable commodity and if you don’t act quickly they will be gone. In the 17 years that I’ve been recruiting lawyers, I have never seen a market quite like the current. For whatever macro or micro-economic factors are at play, there is a certain bullish confidence in the market and we have never been busier. Enquiries are being received from existing clients and new clients daily, and as a result we have expanded with consultants based in Brisbane and Newcastle. There is a 180-degree shift from this time last year when candidates were aplenty to being like the proverbial hen’s teeth. Sure, there are truckloads of new graduates being pumped out of law schools across the country but quality lawyers with at least two years’ experience are thin on the ground. The job boards are no longer delivering good applicants and many lawyers are sick of being headhunted on LinkedIn – a phenomenon labelled LinkedIn fatigue. BUT, and here is the interesting thing, many employers have not adapted to the new paradigm. They are unaware that it is well and truly a candidate’s market and they need to adjust their thinking. Good candidates have the bargaining position and they are taking a lot longer to find. They are being more selective. They are being counter-offered by their existing employers and they want to be strategic about their next career move. So, once you identify a good candidate- it is important to appreciate the market context. There are few things more frustrating than finally deciding that ‘Sam’ is your preferred candidate only to find she has gone to a competitor because they moved faster. Just like fresh milk – candidates are a perishable commodity with a short “shelf life”. If you don’t act quickly you will miss out. Here are a few tips to minimise your risk of losing a good legal candidate: Interview immediately. Once you see a CV of someone you like, do not delay meeting them. Schedule it for the next day if possible. There are great tools like Calendly to help coordinate diaries. Second interviews should be on the same day. Whilst I understand there are multiple stakeholders involved, often with busy diaries, why not schedule meetings back to back? Ask the candidate to block out enough time for HR to meet with them and if they pass the HR threshold, then meet with the partners straight afterwards. Decide quickly. There is a period of uncertainty while reorganising diaries for decision makers to meet later. Why not take time after the interview to discuss and if the candidate is appropriate, take things to the next step? Don’t hold out for the perfect If there is someone who could do the job well and fits your culture, make them an offer. If you have any doubt, consider contracting them first. Have all your admin ducks in a row. If you are ready to offer the candidate a role, try not to then delay another week while getting the paperwork prepared. Have it ready to go the day of the offer so you can lock them in. Keep on top of the candidate’s movements. Have regular contact and ask how they are progressing with other opportunities. If they disclose who else they are speaking to, why not emphasise your unique selling propositions compared to your rivals. Sell, sell, sell. Interviewing is a two-way street, whilst you are of course assessing candidates for fit, they are also assessing you. Make sure that they have a positive experience and even if you don’t make them an offer, make them want to work for you (and tell their friends). So, you won’t secure every star lawyer every time but you will increase your chances by following the steps above. For more information contact Jason Elias BA LLB FRCSA on (02) 9555 5711 or email [email protected].

6 steps for hiring Lawyers

[f 1. Don’t hire if you don’t have to Despite making a living from placing lawyers, I recommend my clients look at their surroundings and canvas all the alternatives before hiring a new person. Is the role necessary? Can existing staff take up the slack? Are their capabilities in-house already available who can transfer into the role? If not, get hiring! You don’t want to lose your firm reputation, clients or good performers from using your time. 2. Define and document There are plenty of times for spontaneity but recruitment is not one. Be strategic, work out what you want and what your needs are. Resist the temptation to cut and paste the job description from the person who left. Analyse what the most important facets are, was there any “job creep” in terms of what this person was actually doing? Can the role be tweaked? Work out what the essentials and desirable criteria are and refer back to these through the job advertising and interview phases. 3. Plan your sourcing strategy Word of mouth is always a great starting point. Who do you already know, the lawyer who impressed you in court last week or the opposing side of that big matter. Ask your contacts, barristers tend to be a good source too. At Elias Recruitment, many of our placements result from referrals by contacts in the legal industry. Advertising – whilst less successful in recent years you may want to consider an ad on a job board like SEEK or LinkedIn. Social Media we have secured great outcomes from clients using LinkedIn in particular. By engaging in groups like Australian Legal Community (over 6,000 lawyers) you can source great lawyers. 4. Interviewing effectively Try and arrange a peer to be present and make sure you appeal to the candidate at the same time as assessing their suitability from a skills, experience and cultural fit perspective. Always refer back to the job description, remember to define and document. Ask behaviour competency questions as past behaviour indicates future performance eg. tell me about a time when… 5. Candidates are perishable goods Move quickly as good candidates get multiple offers and there is nothing worse than finally deciding on your preferred candidate only to have them inform you they’re going to one of your competitors. If holding multiple interviews, don’t space them too far apart. Have all your paperwork such as letters of offer and any sign offs ready to go. 6. Reference checking is vital Many people can perform during an interview but it is more accurate to see how candidates have performed in a workplace over an extended period. Try and speak to the candidate’s direct supervisor – usually a partner at their previous workplace. If any red flags emerge during the interview process, probe these areas. Also look out for inconsistencies between references and where possible dial a land-line to confirm dates of employment and reasons for leaving.[/fusion_text][/fusion_builder_column][/fusion_builder_row][/fusion_builder_container]

Why using more than one recruiter is a bad idea

Many employers believe they’ll get a better result and widen the pool of candidates by briefing more than one recruiter. But that’s simply not true for so many reasons. I know what you’re thinking, of course he’d say that. He wants the commission all to himself! But forget about trying to find any ulterior motive: using an exclusive recruiter is better for businesses. Here’s why. 5 reasons using multiple recruiters is bad for businesses Your recruiters will do less work. Recruiters usually get paid on commissions. On contingent assignments, if they don’t make a placement they’re paid nothing. They’re also usually very busy – at least if they’re any good. Put these two factors together and you can be sure that when you brief multiple recruiters each will spend less time and effort – not more – on filling your position than if they get the job exclusively. After all, no one likes wasting time on work they’re unlikely to be paid for. Many recruiters also end up tripping over candidates who have already been interviewed for other roles so it wastes the candidate’s and the recruiter’s time and reflects poorly on the hiring company. You won’t see the best candidates. If a recruiter has “rockstar” candidates they will reserve them as a reward for their loyal clients who have engaged them exclusively in order to cement the relationship and get ongoing exclusive briefs. Furthermore, if a candidate is uncovered during an exclusive brief, the recruiter will hold them for that client whereas for non-exclusive briefs, the candidate may be “shopped around” to several firms so bidding wars and delays become inevitable. The focus will shift from quality to speed. While we’re still on the subject, a non-exclusive recruiter’s focus generally shifts from submitting quality candidates to getting things done fast. Many will aim to get their candidates’ CVs registered first so they can lock it in, irrespective of whether their candidates are suitable. This results in more CVs for the hiring manager to review and undermines the value of the recruitment process itself, which is to screen the candidates first. In fact, some less scrupulous recruiters even send CVs without even having interviewed or spoken to the candidate – just so they can log their name first. It’s bad for your reputation. Using multiple recruiters can also be bad for an employer’s brand reputation. If candidates hear of the same job from multiple sources it reflects badly on the business, making them seem disorganised or, worse still, desperate and no one wants to work for an employer like that. In the current market, where there is a shift of bargaining power in favour of the good candidates, employers can shoot themselves in the foot and miss out on the top talent. You’ll eat up a lot more time in admin. There’s a lot of double handling involved when employers brief multiple recruiters for the same job vacancy. You are better investing time in one recruiter who understands your firm, the culture and what makes a successful candidate. Who needs more paperwork, which just adds time and costs? You will also invariably be dragged in to adjudicate over multiple recruiters claiming to represent the same candidate. This never ends well, with double invoices or, worse still, litigation. The easiest solution can be to pass over the candidate altogether and choose someone else. Better ways to fill vacancies… To use an analogy from the legal world, using multiple recruiters is the equivalent of going to five lawyers to draft a shareholders’ agreement and only paying the one you like first. If you do want the expertise and reach of more than one recruiter on a job there is a solution… Many recruiters are members of a network where they share their listings with other recruiters. (Elias Recruitment is part of NPA Worldwide). In effect, this widens the net for employers without requiring any extra effort on their part. And recruiters with these kinds of arrangements in place are prepared to share their fee to make sure the client gets the best match for their job. And the best advice is to build a relationship with an exclusive recruiter who is well connected and who has been in the local market recruiting relevant staff for a long time. Also, to protect yourself, select a recruiter who is a member of a peak industry body like the RCSA and must abide by a strict code of conduct to protect both employers and candidates. Contact Jason Elias – [email protected] or connect at https://au.linkedin.com/in/eliasrecruit for more information. To receive more articles like this,please email [email protected] with the heading “NEWS”