MLS is currently offering 15% off your first invoice for E-Discovery and Project Coding assignments!

Often document-intensive lawsuits require qualified contract attorneys and paralegals to help manage, assimilate, review and code information to enable efficient and effective access to critical data.

The recruiting team at Major Legal Services has the proven capability to swiftly assemble teams of screened, qualified and professional temporary attorneys, paralegals and allied support staff to meet the demands of any size e-discovery, document review or legal support project.

Our experienced recruiters are ready to assist you with your search so please call us in Cleveland at (216) 579-9782 or Pittsburgh at (412) 586-5834, and take advantage of this client appreciation discount for temporary projects or to discuss any current permanent recruiting fee discounts.
We look forward to working with you!



Temporary & Direct-Hire Recruiting of Attorneys, Paralegals, Administrative and Legal-Medical Staff

We understand that the challenging economic climate is negatively impacting not only for-profit businesses, but also many of the local non-profit organizations that support residents in the Greater Cleveland and Pittsburgh areas. As a result, MLS will donate a portion of the profits that we receive from new temporary and permanent placements to local organizations such as The Cleveland Foodbank and the Pittsburgh Community Food Bank. New job orders that result in successful placements now can benefit the candidates who are seeking employment, the clients who are seeking to fill a staffing need, and the local community. Thank you for helping MLS pay our success forward to Cleveland and Pittsburgh charities.


Temporary & Direct-Hire Recruiting of Attorneys, Paralegals, Administrative and Legal-Medical Staff

Seeking an attorney with 3+ years of experience with deposition prep., document review, privilege review, and e-discovery support for a complex commercial litigation project.

Qualified attorneys should email cover letter, resume, 3 professional references and hourly salary requirements to: Shari@majorlegalservices.com

The need for temporary (“contract”) employees in law firms and corporate legal departments has risen recently, dramatically so in the past year. This should come as no surprise, since hiring trends typically follow economic trends.

When a recession looms, workloads diminish, and the need for permanent employees lessens. As the economy begins to recover, productivity increases, and employers start to see an increase in workload.

However, rather than immediately hiring “permanent” employees across the board, a more cautionary path is to enlist “temps” to meet some of that workload. Employers typically want to see a sustained increase in business activity before making a long-term commitment to new employees. If the recovery lasts, permanent hiring will again increase.

Yet there are other reasons that the utilization of contract attorneys and paralegals increased, many of which suggest that the upsurge could last quite a while. Among the many reasons temp hiring is on the rise:

• High quality candidates with legal backgrounds are increasingly available and interested in temp work.
• Such candidates are seeking alternative career paths that do not require permanent commitment to one employer or track.
• Short-term, high-intensity electronic discovery projects are proliferating in the wake of recent amendments to Federal and state civil procedure rules.
• Rising fuel and firm management costs are militating against associate travel and toward local contracting on remote litigation engagements.
• Employee benefits available from quality legal staffing firms attract and retain top-notch workers.
• Many employers prefer the convenience of paying a flat hourly rate for quality candidates whose taxes and benefits are paid by the staffing firm.
• Clients prefer streamlined staffing and billing procedures offered by temp hiring agencies as well.
• The benefit to an employer of having to pay only for work performed remains a strong incentive.
• The risk to firms in hiring contract attorneys and paralegals on a “probationary” basis is much lower that immediate long-term commitments.
• And the pressure is lower on both sides as well: employers don’t feel the financial stress of payroll obligations for idle staff; and contract employees are free to focus on narrow, discrete tasks that can showcase valuable skills.

Especially with the rise of automated litigation techniques and electronic discovery and document review demands, the need for temporary attorney and paralegal assistance has grown in civil actions. Even large firms with offices across the globe may look to experienced contract help – rather than high hourly-rate, green young associates – for complex document management and privilege review projects.

In addition, temporary employees may be more productive than some permanent employees. The Department of Labor actually found that temporary workers are productive 90% of the time, while permanent workers’ productivity ranges from 65 to 85%. A likely reason for this is that temps are able to maintain a narrower focus on the work and are less likely to be distracted by office politics or other extraneous activities.

Also, temporary workers looking for permanent work often have greater motivation than more secure permanent employees. With something to prove, they want to do well to earn a job with the employer, or at least create a track record of quality work.

Finally, the use of temps can lower the risk of problems that result from overworked permanent staff. U.S. Bureau of Labor Statistics data reveals that pushing permanent employees for longer hours to meet increases in workload can backfire. Essentially, productivity decreases and errors in work product increase with the number of hours on the job. Forbes magazine put it this way: “If raising productivity is a powerful national need, flexible staffing is a prominent means of achieving it.”

In short, as complex litigation and commercial transaction projects increase in frequency and depth, the need for motivated, flexible and cost-effective staffing increases as well. To be sure, law firms and corporate legal departments will always need associates and in-house counsel to manage and execute such projects. But a growing number will continue to hire temporary lawyers and paralegals to bring home the busiest work efficiently and effectively.

Temporary employment, when competently managed, can be a harvest of great benefit to both employers and employees. Experienced, top-notch legal staffing companies have improved the process, like the French with fine wine making, and thus its rewards to both candidates and clients. As a result, their candidates are generally higher quality, better screened, and enjoy many of the benefits of permanent staffers. Like a well-aged wine.

Shari Paglia is a Legal Recruiter at Major Legal Services, LLC (MLS), a Pittsburgh legal recruiting firm specializing in search and staffing of paralegals, attorneys, secretaries, administrative and management personnel for temporary and long-term employment. Shari can be reached by telephone at 412-586-5834, by E-Mail at Shari@majorlegalservices.com , or through the MLS web site: www.MajorLegalServices.com .

Recent Trends in Electronic Discovery:
The Growing Need for Tech Savvy Legal Professionals

By: Shari Paglia, Esq.
Legal Recruiter
Major Legal Services®
One Oxford Centre
310 Grant St., Ste. 823
Pittsburgh, PA 15219
(ph.)412.586.5834
shari@majorlegalservices.com
www.majorlegalservices.com


In the not too distant past, most attorneys and law firms took for granted the deep pool of traditionally trained paralegals. They could review, collate and Bates number documents, conduct privilege reviews, and assist counsel in various discovery tasks. In the hard copy world, paralegals were concerned mainly with tedious, but very important, document management.
With the advent of electronic discovery, lawyers and paralegals alike began to learn more effective ways of mining thousands of pages of discoverable information. With the increasing efficiencies, however, came the daunting challenge of online records management. Suddenly the focus shifted from documents you could hold and feel to those you needed computer assistance to use.
E-discovery is now in full bloom, for better or worse. Automated litigation support (“ALS”) resources abound, from discovery rooms to Virtual Partner, to Concordance, to fully wired state and federal courtrooms. Beyond the technological challenges lie many new and unexpected personal issues. Outside counsel and the paralegals driving their discovery efforts are now required to work directly with corporate clients to learn how data is stored and how it might be accessed and exploited in litigation.
The explosion of digital discovery has created a heavy demand for paralegals and attorneys with advanced computer skills. Even entry-level paralegals must now be prepared to review and manage automated discovery platforms. Indeed, basic document review is now a desktop endeavor.
Moreover, the demand for tech savvy is substantial not merely from a document management perspective, but also from a client assistance angle. Attorneys and paralegals need to be able to “speak the language” of their clients’ IT personnel. Without these skills, meaningful discovery – both offensive and defensive – is impossible.
Office administrators and project managers alike now seek lawyers and paralegals who understand integrated networks, email systems and data forensics. Whether you’re looking for a temporary contract worker or a full-time replacement, you will need someone who can skillfully navigate a client’s server system and transfer the data into useable discovery vehicles such as deposition kits, moving exhibits and production discs.
Indeed, oftentimes no one in a case – not the lawyers, or the clients, or the judge or jury – sees all or even a majority of the documents produced throughout the course of discovery. The exception is, perhaps, the paralegals manning the ALS resources. Many a lawyer has relied solely on her paralegals to make sense of a mountain of digital data.
For example, only after consulting with client IT personnel can the legal team understand how documents are stored. And only after working with a data forensics vendor can the paralegals find the documents most relevant to the successful prosecution or defense of a legal claim. And only after downloading the essentials from her team of reviewers can trial counsel exploit what otherwise would have been an impossibly jumbled mass of digital data.
The case reports are legion of electronic discovery gone bad. Zubulake, Morgan Stanley and other infamous cases plainly demonstrate what can go wrong when clients and their lawyers and paralegals mismanage e-discovery. Of course we seldom hear of the success stories. But we should not take for granted, nor understate, the importance of top-to-bottom mastery of technological issues in the discovery realm.
In addition to basic discovery tasks such as data collection and document review, temporary and permanent paralegals must be capable of transforming individual electronic assets into a collection of litigation weapons. For example, lawyers in the digital discovery age demand high facility with Live Notes and video deposition discs, for use in summary judgment briefs and other pre-trial filings.
Also, litigation paralegals often are required to cull privileged documents from e-discovery databases for log preparation, motions practice and in camera judicial review. Nowadays, most trial counsel bring at least one tech-savvy paralegal with them to summary disposition hearings, where selective use of electronic discovery assets is often essential in convincing judges of critical argument points. In the wired courtroom, swift manipulation of digital records is a must.
Finally, litigation attorneys and paralegals must be prepared to deal not only with their clients’ technological infrastructures and vendor e-platforms, but also with opponents’ counterpart assets. Just as most trial counsel view their own documents with a deer-in-the-headlights fear and dread, they likewise cannot make heads or tails of their adversaries’ electronic production materials without the able assistance of technologically skilled paralegal help. Both attorneys and legal assistants must be able to communicate effectively with the other side in order to explain their own discovery materials as well.
In sum, the days of attorneys and paralegals being buried in foot-high stacks of hard documents are long gone. Now they are surrounded by the humming of computers as they review and corral millions of bytes of discoverable digital data. As discovery has evolved, so have the job requirements. Technological savvy, discriminating analytics, and strong electronic communication skills are at a premium. Without these traits, attorneys and paralegals simply cannot keep pace with the rapidly evolving world of online discovery.

We are seeking experienced Intellectual Property Law Attorneys for multiple full-time positions in Pittsburgh.

Attorneys must have IP experience plus a degree in Electrical, Mechanical or Chemical Engineering, and/or Organic Chemistry.

Qualified attorneys should contact Shari Paglia at Shari@majorlegalservices.com

We are seeking a Corporate Paralegal with 3+ years of experience for an in-house opportunity. Paralegal must be proficient with contracts and have UCC & SEC experience. This is a full-time, permanent position with excellent salary and benefits.

Qualified paralegals should contact Jessica at Jessica@majorlegalservices.com

Is Job Loyalty Really a Relic?
By Jessica Graves, Legal Recruiter
Major Legal Services®
www.majorlegalservices.com

A generation ago the average worker expected to secure a job with a reputable company, work her way up and retire from that same company with a full pension. Indeed, our grandparents and parents followed this path, as did their friends. Job loyalty was an expected facet of the workplace.

So what has changed? When a quick internet search brings up multiple articles discussing a decline in workplace stability – with titles touting “Loyalty low” and “Grass is greener for both young & old” it begs the question, what is happening with loyalty in the workplace? Why is it that today, well-qualified paralegals with long-term careers are actually asking if their workplace loyalty will hurt their chances of finding a new position?

According to the U.S. Bureau of Labor Statistics, professionals today will hold as many as eight jobs between the ages of 18 and 32. This averages to less than 2 years per position. At this rate, the average worker is likely to hold 10+ positions throughout her career. This is a far cry from the work experience of the previous generation.

As job-hopping becomes the norm, individuals are less likely to weather stress, mergers, personality conflicts and challenging workplace issues. Should this really be a surprise in light of recent corporate malfeasance (Enron, Tyco, Worldcom, need we go on?), failed pension plans, decreasing healthcare coverage, and vanishing stock options? It is no stretch to conclude that decreased job loyalty is a direct function of plummeting confidence in corporate management and ethics.

In addition, some workers today perceive the need for a broad portfolio instead of developing a core set of skills. But does this skill diversity work in the Pittsburgh legal community? Certainly as legal recruiters, we see both ends of the spectrum. Working with multiple firms may give you the opportunity to broaden your legal skills and make you feel more marketable. Our robust economy (until recently) and an abundance of good new and lateral opportunities likely has fueled these perceptions.

On the flip side, employers may view this as job-hopping as a lack of commitment. Employers want their employees to be fulfilled and challenged. As a result, they expect this to create a sense of ownership in the firm. Employee reliability is paramount because of the fast-faced demands of the legal environment. An entire case can get derailed and delayed if a paralegal unexpectedly leaves the firm. Further, employers want to know that the time, energy and money invested in a paralegal will have long term benefits for the firm.

Still, job change is going to happen, so how do you know when it is right for you? Being an informed paralegal is key. Often, employees become frustrated for a variety of reasons, so they react and seek new employment immediately. Exhale, and make sure you are not making a rash decision based on something easily rectified. If appropriate, talk to an immediate supervisor about what is bothering you. In Pittsburgh, we are lucky to have the Pittsburgh Paralegal Association as a resource as well. If an agreement/accommodation cannot be made and you remain an unhappy and therefore unproductive employee, it is time to move on. Best to do this, however, on good terms and be certain you give your current employer plenty of time to find a replacement.

Next, you need to evaluate what you are looking for in terms of your legal career. This is where we, legal recruiters, are of great assistance. We know the Pittsburgh legal community very well. As a result, we are able to assist you with your search. We know how difficult it can be when you are seeking a new position and trying to recover from a less-than-positive previous one. We listen to your needs in confidence, assist you with your résumé, help you to find a new position and provide interview tips that really set you apart from other applicants.

So what does all this mean? Career stability has changed for a variety of reasons. While the inevitable change in jobs is more common today, it does not mean that job-hopping has become an embraced norm in the workplace. Today, employers are seeking dependable, efficient, experienced and personable employees. In addition, employees are seeking job security. (All of us know that changing firms and adapting to and learning new policies and procedures is a difficult trade-off for the change of scenery.) As a result, it is important to be open and honest with what your limits and expectations are. Legal recruiters are here to assist you, but we are one piece of the puzzle. Ultimately, it comes down to you.

**Creditor's Rights Attorney
Seeking a litigation attorney with 3-5 years of PA and Federal Court litigation experience. Attorney will have direct case assignment and assist senior counsel with complex matters. Candidates with experience with motions, depositions and bench trials preferred. Jury trial experience is useful but not required.

** Corporate Paralegal
Seeking a Corporate Paralegal with 3+ years of experience for a fabulous in-house opportunity. Candidate must be proficient with contracts and have UCC & SEC experience. This is a full time, permanent position with excellent salary & benefits.

**Patent Prosecution Attorney
Seeking an attorney with a BS or MS in Chemistry. Attorney will work on patent prosecution in the chemical areas.

**Intellectual Property Law Attorney
Seeking an attorney with 3-6 years of IP experience with a degree in Electrical or Mechanical Engineering.

**ERISA/Benefits Attorney
Seeking an Erisa/Benefits attorney with 2+ years of experience in design & compliance issues for tax qualified retirement plans, health & welfare plans and executive compensation plans.

**Database Administrator
Candidate will perform administrative duties and interact with clients. This is a full-time position with a great salary.

GC Wannabes: How to Get That In-House Position

By: Kimberly Franks, MLS Office Administrator

Are you currently utilizing your legal skills in a law firm setting? Do you wish to expand your professional abilities by finding a job in an in-house legal department? You are not alone.

Obtaining that in-house position may be a bit more difficult than you expect. These types of positions make up less than 10% of legal job openings (law firm jobs, however, are still very plentiful), yet candidates tend to be much more attracted to working in an in-house setting rather than that of a law firm (Tucker, par. 3).

While you may feel you have the skill set and background that corporate legal departments are looking for, showcasing your talents may be a challenging task. Corporations looking for lawyers can be extremely picky about who they hire, which means you will need to be sure this is what you want, and sell yourself! Here are some indicators that make you an attractive candidate for an in-house position:

1. The right transactional experience.
The first thing a recruiter looks for in a candidate are his or her legal skills. Depending on the company, the right kind of transactional experience (real estate, corporate securities, etc.) is essential.

2. The right values.
In order to land, and thrive in, an in-house position, there needs to be a certain level of personal development. Maturity, judgment, vision, and leadership skills are a must.

3. The right management skills.
As Katheryn Hayes Tucker points out, in-house lawyers take on responsibilities for a staff if they have one. They’re part of a small team and they have to be able to delegate (par. 10).

4. Willingness to accept a pay cut, but take on more responsibilities.
In-house compensation is not superior and the job does carry with it more pressure, however other rewards to consider include stock options, bonuses, improved hours, etc.

5. Interest in the business.
The more you can educate yourself and understand how the company is set up – where the revenues are, the employees, the size, learn the business – the more effective you are going to be (Tucker, par. 16).

If you possess any of these features, you may be a good candidate for an in-house position! Though you feel making a change from the law firm environment to the legal department in a corporation may seem like a breath of fresh air, please keep in mind that once you go in-house, it may prove to be difficult to go back to working at a law firm (if that is your desire). While it does have its perks, there are disadvantages as well, as there are with any job change. Be sure to research what is involved in transitioning to this type of career before making the move.


SOURCES
Tucker, Katheryn Hayes. “Recruiters List the Resume Essentials for GC Wannabes.” Fulton County Daily Report. 30 August 2007. 4 January 2008.

Diversity in the Legal Profession: Minority

By: Kimberly Franks, MLS Office Administrator

With our country being such an ethnic and cultural melting pot, it should follow that our workforce reflects this paradigm. When it comes to the legal profession, however, this is not the case. Law is currently one of the least-diverse professions in the United States, and this is cause for much concern for both practitioners and clients. In order to address these concerns, law firms and legal departments have been instituting diversity hiring practices.

The United States has always been ethnically diverse, but recently a shift has been occurring. According to Ajilon Legal, “by 2050 the United States’ population will be ‘majority-minority,’ with Hispanics exceeding all other ethnic groups combined” (Ajilon). As our population is becoming more and more diverse, it is important that our workforce keep up with this trend.

While personnel becomes more diverse, the current demographic of the legal profession still generally remains Caucasian. Ajilon Legal notes, “In fact, according to the Law School Admissions Council (LSAC), no minority group accounts for more than 4% of lawyers in the United States” (Ajilon). Some of the noted reasons the legal workforce is not diversifying:

1. The percentage of minority hiring among the nation’s top law firms has declined slightly since 2000, from 9.73% to 9.64%, according to the National Law Journal’s annual survey of the nation’s 250 largest law firms. (Ajilon)

2. The rate of minority applicants to law school is declining. In 2005 only 20% of total applicants were minorities. (Ajilon)

3. After completing law school, minority candidates are joining law firms at much lower rates than their fellow graduates. (Ajilon)

4. Minorities that do succeed in entering the legal profession are less likely to enter private practice and more likely to take government or public interest jobs – resulting in more competition for the limited pool of minority candidates. (Ajilon)

What can law firms do to increase their pool of minority candidates? Having a mission statement regarding diversity goals is an important first step. However, simply having this statement cannot orchestrate change – according to the professionals at Ajilon Legal, “An action plan must be created and supported by the senior partners in order for true change to occur” (Ajilon). Additionally, involving senior partners in recruiting efforts shows that the firm is dedicated to the success of a diversity hiring program.

Some additional tips for recruiting and retaining top minority talent include:

1. Developing relationships with minority associations at the professional and academic levels. Doing this will make your firm visible to its applicant pool. (Ajilon)

2. Create a mentoring program. Pairing a minority candidate with a firm leader allows that individual to see the firm’s commitment to his or her success. (Ajilon)

3. Form relationships with affinity groups such as minority bar associations and encourage employee participation in these groups. (Ajilon)

4. Support employees’ participation in the non-profit activities that the firm sponsors as part of its minority-recruiting program. (Ajilon)

By implementing, and committing to the success of, minority hiring programs within your firm or legal department, you will obtain quality talent. On top of this, Ajilon Legal notes that “Tracking the progress your firm makes toward achieving its diversity goals not only grabs the attention of clients, but also helps to retain minority associates and recruit additional candidates” (ajilon).

SOURCES
“Diversifying Your Team: The Changing Hiring Practices in Today’s Legal Profession.” Ajilon Legal. 2006.

Competitive Starting Salary Enables PA Firms to Recruit Top Performers

By: Kimberly Franks, MLS Office Administrator

The starting salary among Pittsburgh law school graduates hit a new high in 2007, thanks to the competitive recruiting efforts of local firms. According to the Pittsburgh Business Times, “a survey of graduating students’salaries for the city’s two law schools found that one University of Pittsburgh School of Law graduate landed a $160,000-a-year offer, $15,000 more than the top salary a graduate got last year” (Tascarella).

Patty Tascarella notes that “Pitt grads joining Morgan Lewis & Bockius LLP and Duquesne University School of Law alums tapped by Pepper Hamilton LLC, both Downtown, will earn $145,000, according to the schools and the firms, which are both based in Philadelphia. Top dollar for a local firm was $125,000 in 2006” (Tascarella).

This high-pay trend for new lawyers is following suit nationally, as well as locally. Smaller, local firms are beginning to offer top dollar in addition to the larger, national firms. Hiring partners at these firms say that competitive salaries are crucial when it comes to attracting top legal talent.

Firms (notably Philadelphia and West Virginia firms) are branching out their recruiting strategies in an effort to increase the diversity of their associate ranks by paying visits to Pittsburgh law schools. As law school students and graduates are recently drawn to moving to other cities, possibly explained by their geographic diversity, firms are increasingly broadening their efforts as well.

It all comes down to the fact that firms are offering top salary to top legal talent, and these trends are steadily increasing – particularly in the Pittsburgh area. Tascaralla notes that firms “recruit from the University of Pennsylvania, Duke and the various ivy league schools, but (they) have more from Pitt than any other school in the country. In recent years, Pitt has been enjoying a national reputation” (Tascarella).

Year Firm Type Salary School
2007 National $160,000 Pitt
2007 Local $145,000 Duquesne
2006 National $145,000 Pitt
2006 Local $125,000 Duquesne

SOURCE
Tascarella, Patty. “Starting Salaries for Pitt, Duquesne Law School Grads on the Rise.” Pittsburgh Business Times. 4 May 2007.

Looking for a Legal Career? Recruiters Will Make the Perfect Fit for You!

By: Kimberly Franks, MLS Office Administrator

You’re about to embark on the exciting adventure that is job hunting. The only problem is you’re not sure exactly where to begin. Do you start by searching the extensive job banks on the Internet? Do you open up the local newspaper and mindlessly scan the classified section? There has got to be a more efficient way to get on the right track.

Where do I start?
The last thing you want is to submit your resume to a company that will throw it on a stack of hundreds of other resumes they have received in response to an ad for a particular opening. So what do you do to get noticed? By sending your resume to a recruiting firm, it is electronically and indefinitely saved into their database. Your information then emerges when a search requires candidates that match your credentials. Though your resume comes up when search criteria is entered in the database, you may not necessarily be selected for the position in question. Why, you ask? The reason is simple. According to the Wall Street Journal, “Correspondence that is poorly written, full of typographical errors or unconventional in format or style – even when sent via email – is eliminated quickly from consideration. A poorly written resume or cover letter demonstrates a lack of effort and ability, which is justification enough for throwing it away” (Lee). Basically, in order to be seriously considered for a position, you will need to demonstrate to the recruiter from the outset that you are a valuable candidate through your resume.

Landing the Interview
Once you have submitted your well-written resume for consideration, the next step is to set up an interview with the recruiter. Typically recruiters will contact you if you are a candidate who appears to be a good fit for a current position. It is also a good idea to periodically check in with recruiters who have contacted you in the past – even if you have previously declined their services, you would not necessarily be eliminated from consideration for all job openings. However, if you are not invited to an interview, do not take it personally. It is probably because you simply are not the right match. Recruiters look for good culture fits – candidates who share the same values and attitudes as those of the client.

As soon as the recruiter determines that you are a good fit with the client’s company culture, she will most likely invite you to a preliminary interview. When you meet with your recruiter for your initial interview, there are a few details to take into account:

1. Be candid about your background, education and salary requirements. Those facts will be verified later, and even a “little white lie” can disqualify you (Lee).

2. Ask for specific information about the job, such as responsibilities, exposure to top management, the company’s culture and the compensation package, but realize that not all information can be shared during the early stages of the search (Lee).

3. No matter what your resume says about your work history, etc., it is your “charisma” and “chemistry” during the interview that will seal the deal. It is this that will set you apart from the rest of the candidates being considered for the job.

The Benefits You Receive
There are both long-term and short-term benefits to working with a recruiter. Consider Hollywood actors (both “stars” and strugglers) and sports figures. What is the common denominator that stands out in these individuals’ career processes? Personal Managers. Agents. Individuals responsible for their “clients” attaining and expressing their highest potential (Gurney, 3).

In the Law Office Management & Administration Report, Darrell Gurney details the many advantages you get through managing your career through recruiters, rather than job searching through your own effort:

1. Getting noticed: A recruiter presenting you to a client company makes you stand out from the crowd of other resumes and ascribes to you a certain energy of “this person is good enough to have representation for his/her career”.

2. Being presented: You get heard about rather than your information only seen by a hiring company, with many good feelings (from the recruiter) attached.

3. Financial security: A company paying money for you is, generally, financially strong.

4. Insurance: A company paying money for you is more committed to your success than to that of someone they get for free – they have an investment on the line.

5. Hidden job leads: Even in today’s wild e-world, for many reasons, many positions are still assigned as “confidential” to search firms.

6. Interview preparation: Yes, you think you know how to interview, but a recruiter’s income depends on having you land the job. So, they offer not only an inside view of the hiring company but a feel for the people you’ll meet – more than you’ll discover on the net!

7. Negotiation: The recruiter’s compensation depends on your compensation, so they’re out for your (and their) best interests. Plus, all but few professionals can feel at ease dealing with this very personal area: your paycheck!

8. Buffering: Through the interview and hiring process, as well as the initial period on the job, a recruiter serves as a useful information channel between you and the company – sometimes a critical factor of success.

You will find that once you make the initial step towards managing your career through a recruiter, the benefits are phenomenal! The recruiter not only determines whether you are a fit based on your resume and credentials, she also makes that determination based on your personality and magnitude during the interview. She sees first-hand what type of asset you would be to a company, and she’ll then be able to easily recommend you to the firm’s client, thus expanding your potential and status as an employee.

SOURCES
Gurney, Darrell W. “Why Use A Headhunter.” Law Office Management & Administration Report. September 2000: 3-6.

Lee, Tony. “Helping Search Firms Help You.” The Wall Street Journal Online. 6 December 1999 .

Voros, Sharon. “For Top Jobs, Recruiters Seek Class and Charisma.” The Wall Street Journal Online. 6 December 1999 .

Diversity in the Legal Profession: Gender

By: Kimberly Franks, MLS Office Administrator

In the year 2007 one would assume that, after making tremendous strides in the fight for gender equality in the workplace, women would not be hitting the glass ceiling they used to hit in generations past. This is not necessarily the case. Though female attorneys have been graduating law school at the same rate as their male counterparts, have excelled academically, and have been hired by some of the nation’s top firms in recent years, they are still experiencing inequality at the professional level and are even leaving their careers earlier than expected.

“While women have made significant strides in the legal profession, gender inequality remains prevalent to a degree that is unacceptable, said Lorraine Power Tharp, president of the NYSBA. “It is critical that we work to ensure that policies and practices are in place to address the realities that women lawyers face each day” (Daily Record). Among some of these realities:

1. Women are paid less than men, have less opportunity than men and advance at slower rates than men (Daily Record).

2. There is a disparity among the kinds of activities in which women are involved and the connection those activities might have to advancement and salary increases. Women are more often involved in committees in their law offices that address diversity and issues affecting associates; they are less likely to be involved in compensation, management, partnership and business development committees (Daily Record).

3. Some women describe being overlooked by influential male partners who identify with and choose junior male lawyers to mentor, direct high profile work to, socialize with, and include when entertaining clients. Other women are excluded because it is assumed they don’t play golf or enjoy fishing. Often women are excluded from lengthy out-of-town assignments due to perceived family needs as well (Williams).

The daily realities that female attorneys face tend to trigger their early exits from the profession. Elaine Makris Williams, in her article for NALSC, notes “At some point between the second and sixth year of practice, women leave. At the highest levels of firms, only one out of every six equity partners is female, according to the National Association of Women Lawyers’ 2006 survey” (Williams). But why are these career women leaving their professions so early on?

According to Williams, “Most top firms require associates to log a minimum of 2000 annual billable hours. This translates to roughly 38.5 hours per week, every week of the year – an expectation that does not take into account holidays, sick days, vacations, doctor visits, errands, personal conversations, traffic, or much of anything having to do with everyday life, including having children, driving carpool, and staying home to meet the cable man” (Williams).

It is difficult for any associate to meet the daily demands most top firms require. Considering the sheer hours expected, not to mention the daunting pressure of doing excellent work while trying to woo potential business, it is amazing that so many women (and men) persevere and become partners at top firms (Williams). But where do these talented women go when they leave?

It really depends on the individual. Williams observes, “Women leave major firms to practice in smaller firms, corporate legal departments, and government agencies; a few become judges. Many of the remaining women stop off partnership track for part-time, flexible, contract, or reduced-hour arrangements” (Williams)

Top firms are taking notice of these trends. As female attorneys leave, top firms are losing talent. Additionally, they are “encountering an increasing number of female client decision-makers: women who enjoy working with other women and who expect to find female partners in their outside counsel” (Williams).

As firms notice these trends, they are taking major steps toward focusing on attracting and retaining top female talent:

1. A number of top firms have created and institutionalized “lifestyle” (non-partnership-track) positions, providing attorneys who want a more manageable work week a truly viable option (Williams).

2. Several leading firms allow associates the flexibility to ramp their billable hours up and down over the years towards partnership, ostensibly allowing women to start their families without sacrificing their career goals (Williams).

3. Some firms hire ombudsmen to help navigate and resolve gender issues (Williams).

It is only a matter of time before most firms recognize and implement these ideals, and follow suit with some of the larger firms. It is by taking steps such as these, as we have done over several decades, that will allow for a more gender-diverse legal profession. We still have a long way to go, but are making great strides!

SOURCES
Williams, Elaine Makris. “Female Brain Drain: Can Recruiters Be Change Agents?” NALSC Newsletter. Fall 2007.

“Study Finds Gender Inequality Still Part of Legal Profession.” Rochester Daily Record. 9 August 2002.

Resigning with Class: How to Leave Your Job Without Burning Bridges

By: Kimberly Franks, MLS Office Administrator

Your confidential job search has finally come to an end – you have just accepted an offer from the firm you have always wanted to be a part of! Overcome with the excitement and anxiety of new challenges, you suddenly remember that the biggest challenge of the moment is breaking the news to your present employer. You have been so elated with the prospect of a new position that you never really thought of planning your exit. Where do you begin?

1. When To Give Notice
According to the professionals at Law Firm Staff, “You should give notice as soon as you have a firm offer from your future employer, and you have accepted the offer” (Law Firm Staff). In most cases, giving at least two weeks notice is the professional route to take when announcing your resignation to your employer.

2. Preparing Your Resignation Letter
This formal letter of resignation should be short, to-the-point, and professional. It does not matter whether you loved or hated your job; this letter merely serves as statement of your intention to leave. Randall S. Hansen, Ph.D. points out, “People leave their jobs for all sorts of reasons, and you certainly do not need to provide any details on why you are leaving the company. Resignation letters are a courtesy to your employer, so you simply need to state that you are leaving your current position to pursue other opportunities” (Hansen).

3. Setting Up A Meeting With Your Firm Administrator
Your next step involves requesting a meeting with your boss. According to the advice given on www.uscorpjobs.com, “This meeting should be set up late in the afternoon on a Monday if possible. Never give notice on a Friday, unless absolutely necessary, and then try to give notice in the mid-morning. Ideally, you would give notice at 4PM on a Monday or Tuesday by walking into your boss’ office and handing them a very simple letter of resignation. If your boss asks what the letter is, ask them to read it first, please” (USCorpJobs).

After reading your letter, your boss may inquire about factors that led to your decision to leave the firm. This is not the appropriate time to offer constructive criticism. Instead, ensure to him/her that the reason you are leaving is due to your unique personal situation or some other informative, yet truthful, reason about the firm.

4. Announcing Your Resignation
Keep in mind that news travels fast. Once you let your employer know your intentions, it is appropriate to then “make the rounds” to your co-workers and break the news to them as well. As noted by the Law Firm Staff professionals, “You may have had a cordial and, perhaps, a very personal, yet professional, relationship with others in your law firm. In that case, you should make sure to tell these people how they helped your career, that you will miss seeing them on a daily basis and that you plan to keep in touch” (Law Firm Staff).

Additionally, “As much as possible, avoid saying anything offensive or derogatory about the firm. People do not like to be reminded how awful or dead-end, whether or not accurate, the place had been. Do not forget that they are staying behind while you chart a fresh course for your career. Simply, reinforce your bond with your colleagues and move on” (Law Firm Staff).

5. Tying Up Loose Ends
During your final two weeks at your current position, you will want to tie up any loose ends. Randall Hansen, Ph.D. advises, “Be sure to do your best to complete all open assignments and leave detailed progress reports for your supervisor and co-workers” (Hansen).

Though you are leaving, you will still want to remain an active “team member”. Avoid being a slacker or aligning yourself with any discontented co-workers. It might also be a good idea to offer to assist in finding your replacement, and volunteer to train that replacement.

Finally, be sure to personally say goodbye to your employer and co-workers. According to Law Firm Staff, this act will “solidify the alliances you have formed with others in the firm who may yet become your close allies once again in the future. It will endear you to those with whom you labored to get that brief filed two minutes before the court’s doors closed. It is also just the most decent thing to do” (Law Firm Staff). Be sure to leave your forwarding information so that you may remain in touch; this is a nice gesture that shows your co-workers that you value them as colleagues, and even as friends.

When leaving one position for another, it is easy to forget to tie up the details of the situation you are departing. In order to move on, it is important to exit in the most dignified and professional manner. You will not only feel better about the situation, but you will leave your prior employer and co-workers with a lasting final impression. After all, it is those individuals who will then have the ability to speak highly of you for any future references.


SOURCES
“Giving Notice.” USCorpJobs. 11 September 2007

“Giving Notice.” Law Firm Staff. 11 September 2007

Hansen, Randall S., Ph.D. “Resigning with Class: How to Diplomatically Resign From Your Job.” Quintessential Careers. 11 September 2007

Beware of the Counter Offer

By: Kimberly Franks, MLS Office Administrator

You’ve decided that you are no longer happy in your present position. Perhaps the hours are too long. Maybe you aren’t getting along with co-workers. It is possible your job simply isn’t fulfilling anymore. Whatever the reason may be, you have been submitting your resume to several companies for a while now, and you’ve just received an offer from one of them!

Since you are already employed, your next step is to inform your present employer that you have received an offer. David Richter, career coach, explains what you need to prepare yourself for: “When you give notice, two things can happen. Either your present employer will accept, with regret, your decision, or they will do whatever they can to persuade you to stay” (Richter). Your employer presents you with the latter – the counter offer.

When presented with your resignation, it is important to know that many thoughts run through the mind of your employer. Richter mentions, “Your present employer probably spent a lot of time and money hiring and then training you. They are accustomed to your work habits and abilities, and know you work in harmony with your peers. You have achieved a number of accomplishments during your tenure there. To find your replacement at this juncture would be costly” (Richter). Additionally, your employer knows the position you are in (ready to make a big change in your life by switching jobs) and he or she knows they can keep you around by pressing the right buttons.

In order to keep you around, your employer offers tangible rewards to you such as a raise, benefits, overtime, etc. But are these monetary elements enough to make you want to stay? We all know that money can be tempting, but there are some facts that you should consider before succumbing to the temptation of the counter offer:

1. Any situation in which an employee is forced to get an outside offer before the present employer will suggest a raise, promotion or better working conditions, is suspect (Hawkinson).

2. No matter what the company says when making its counter offer, you will always be considered a fidelity risk. Having once demonstrated your lack of loyalty, you will lose your status as a “team player” and your place in the inner circle (Hawkinson).

3. Counter offers are usually nothing more than stall devices to give your employer time to replace you (Hawkinson).

4. Your reasons for wanting to leave still exist. Conditions are just made a bit more tolerable short-term because of the raise, promotion or promises made to keep you (Hawkinson).

5. Counter offers are only made in response to a threat to quit. Will you have to solicit an offer and threaten to quit every time you deserve better working conditions? (Hawkinson).

6. Decent and well-managed companies don’t make counter offers…EVER! Their policies are fair and equitable. They will not be subjected to “Counter offer coercion” or what they perceive as blackmail (Hawkinson).

7. The company may pay you to stay in the short term, but you may pay a long-term price. You may have misjudged the market for your skills. Perhaps you are not underpaid at all. Whatever the circumstances, employers resent being held hostage by employees when the market is in their favor. A raise today may foreclose the possibility of future benefits including merit increases, bonus, and added benefits (Craigs).

Anne Craigs, co-owner and publisher of The Employment Times, reminds us that true job satisfaction comes from elements other than monetary rewards: “True job satisfaction comes from intangibles such as feeling appreciated, making a real contribution, working on interesting projects, or working with interesting people. Following this logic, a counter offer is usually made up of monetary elements, which are tangible. For an unhappy employee, the paycheck, no matter how large, only feels good on payday. If the rest of the week is filled with frustration, stress, fear and anxiety, the pay is never enough.” (Craigs).

Keep in mind that while your salary may increase if you decide to stay with your employer, the issues that caused you to be dissatisfied in the first place will still be a part of the position. Consider this: Would you be happier if you stayed with an employer who lures you back into the company after you’ve already decided it is time to leave? Accepting a counter offer is only a temporary solution. After all, there is only so much they can pay in compensation and still remain viable for you.

SOURCES
“Counter-Offers: Do They Merit Consideration?” David Richter. Careers & Employment Information. 2005. .

“Counter Offer Acceptance: Road to Career Ruin.” Paul Hawkinson. Paul Mays & Associates. 14 August 2007 .

“Pros and Cons of Counter-Offers.” Anne F. Craigs. The Employment Times. 31 January 2005. .

Surge in Biotech Industry Means Growing Need for Patent Lawyers

By: Kimberly Franks, MLS Office Administrator

Living in the ever-expanding age of technology, candidates with skills in the sciences are finding themselves putting those skills to work in the growing area of patent law. In his article in the Pittsburgh Tribune, Jason Cato mentions that “the U.S. Patent Office expects about 450,000 patent applications to be filed this year, a 29 percent increase over the 350,000 it received five years ago” (Cato). In response to the influx of biotech companies and the jump in quantity of patents and trademarks, many firms are beefing up their intellectual property practice groups.

Professional membership in the patent office bar has nearly doubled in the past twenty years as the U.S. Patent and Trademark Office requires applicants to have degrees in either science or engineering. Cato notes, “because patent matters have become increasingly complex in the technological age, the demand for lawyers with science backgrounds is booming” (Cato).

The increasing trend in patent litigation is expected to continue to expand as the amount of intellectual property grows. As noted by Julia Neyman in her article in the South Florida Business Journal, “most intellectual property work is not centered on litigation, but on developing patent strategies, helping clients negotiate patent licenses and figuring out what type of patent a client should proceed with” (Neyman). Biotech companies are expanding their needs for legal advice as well as the need for more patent attorneys. Lawyers are “one of the missing pieces of the puzzle” to expedite biotech expansion (Neyman).

With their critical skills in science and engineering, patent lawyers are responsible for many advances in science and medicine. According to Barbara Johnson, of the Webb Law Firm, “today, people generally grasp that there have been important advances in cancer and AIDS treatment in the last 20 years, but if there had not been advances in the patent laws and rules also – forged by professionals educated in both law and science – those medical advances could not have occurred” (Neyman).

SOURCES
“Biotech Boom Increases Need for Patent Lawyers.” Neyman, Julia. South Florida Business Journal. 1 December 2006.

“Scientists Put Skills to Work in the Law.” Cato, Jason. Pittsburgh Tribune. 29 May 2007.

Balance Between Work & Life Means Success In All Areas

By: Kimberly Franks, MLS Office Administrator

Years ago, when life was simpler, the traditional family had two jobs, one paid, one not. But things have since become more complicated. Now there are three jobs to two adults – two wage-earning jobs and one unpaid job doing the caring and domestic work. People now work longer hours and more days than ever before, leading to an unparalleled rise in employee stress. Today we have exponentially more choices in almost all facets of life than we did a generation or two ago, which creates difficulty and frustration when it comes to juggling time.

This day and age, both men and women face challenges in the workplace when it comes to the balance between work and life. According to John Rossheim, women on average work 41 hours a week, although they would prefer to work 29; men work 49 hours when they’d rather work only 37, according to the Cornell Employment and Family Careers Institute. Mothers who work for pay spend as much time with children as mothers who do not work for pay. Men face their own challenge in trying to shoehorn work and family into finite days – corporate cultures that brook no accommodation for males who also happen to be parents (par. 8-9).

According to Thad Peterson, the outcome of these strains is phenomenal: more mistakes made on the job, resentment towards employers and coworkers, less-successful relationships with friends, spouses and children, and poor health, to name a few (par. 12).

These simple tips can jump-start you into taking steps toward leading a more balanced life:

Make a list of priorities
As mentioned on WebMD.com, “by making a concrete list of what really matters to you, you may discover you’re devoting too much time to activities that aren’t a priority, and you can adjust your schedule accordingly. You should know all of your priorities, but devote your full attention to just one at a time” (Rauh, par. 6). Additionally, WetFeet.com’s Executive Editor, Lisa Park, points out, this visual indicator that things are under control and getting done will give you a sense of satisfaction and help you get a handle on your workload and therefore your stress levels (par. 8).

Set aside time to relax
According to the National Mental Health Association (NMHA), just 10- 20 minutes of quiet reflection may bring relief from chronic stress as well as increase your tolerance to it. Strike a healthy balance between work and play. Park also suggests, pursue a fun hobby, hang out with friends, have a hot bath; do something – or nothing at all – that will take your mind off of work and allow you to recharge and relax (par. 10). Until you get into the habit of taking time for yourself, set aside space in your planner for relaxation and fun. Plan what you’re going to do and make any necessary arrangements, such as childcare, to ensure you’ll be able to keep your commitment (Rauh, par. 15).

Limit your distractions
Stop checking email and cell phones so often. Few people are so important that they need their phones on at all times. Technology is an issue that impacts people’s sense of work/life balance – often for the worse (Rauh, par. 8). More and more people can do their jobs without being at their jobs. A lot of people seem to be using technology for their job during nonwork hours. Those people are more likely to feel more overworked (Peterson, par. 11).

You’ll find that a lot of employers recognize the value of good employees, and are willing to do whatever it takes to accommodate these employees. If you notice that your work situation is simply taking too much of a toll on your life, research your employer’s policies and go to him or her armed with information and a plan that shows how you will be an even more valuable and productive employee if you can modify your current work situation. Demonstrate that you can deliver the same or better results in fewer hours. Your job performance should never be judged in terms of hours of input. Protecting your private time often leads to greater satisfaction in both work life and personal life, greater productivity, and more creativity (Rauh, par. 9).

If your employer is not able to accommodate you, or if you find that you are merely not happy with your position and need a change, there are plenty of options. Rather than a career change, perhaps you simply need to take a less stressful job within your chosen career (Hansen, par. 3). This may involve working with your employer to identify a new position that is better suited for your situation, or it may even involve temping. On the other hand, according to Julie Jansen, “if you really like what you do but feel like you need a change, get involved in a special project that focuses on improving your employer’s business. According to Julie Jansen, you could also get involved in your industry’s key association as a way to meet new people in your industry who might give you a new perspective on potential opportunities in your work (par. 6).

If all else fails, the next step is searching for a new job. When you’re searching for a new job, you should really consider work/life balance and be sure you convey its importance while talking with prospective employers. Julie Jansen reminds us, the information you retained while attempting to balance your work and life will help you prepare key questions and answers for the next stage in your pursuit of satisfaction – the job interview (par. 9).

SOURCES
Hansen, Randall S., Ph.D. “10 Tips for Getting Your Work/Life in Balance.” QuintCareers.com. 3 May 2007

Jansen, Julie. “Jump-Start Your Job Satisfaction.” Yahoo! HotJobs. 3 May 2007

Park, Lisa. “Relieving Workplace Stress.” WetFeet. 3 May 2007

Peterson, Thad. “Do You Have Work/Life Balance?” Monster.com. 3 May 2007

Rauh, Sherry. “5 Tips for Better Work-Life Balance.” WebMD. 3 May 2007.

Rossheim, John. “Longer Work Hours Stress Families.” Monster.com. 3 May 2007

Making the Jump: Beginning a Non-Traditional Legal Career

By: Kimberly Franks, MLS Office Administrator

You have invested a substantial amount of time and money in your education with every intention of making a traditional legal career your lifetime choice. The problem is, after getting a taste of what attorney work truly involves, you are not satisfied with working within the realms of the traditional law practice – you want something new and different. But what is out there for a candidate with a J.D.? Plenty. Having a J.D. opens doors for a plethora of opportunities that do not entail conventional attorney work.

According to Nikki LaCrosse, in her article entitled “Non-Attorney Legal Careers: The Crossroads of Changing Jobs,” more and more lawyers are taking their finely honed skills to other fields. It is becoming more commonplace for attorneys to stray from the field of law when making career choices, and many find that their experience practicing law has provided them with tremendous abilities (LaCrosse).

Having completed law school, the graduate is equipped with invaluable tools that are considered to be assets to any employer. Danielle Hansen, author of the article “Alternative Legal Careers,” mentions, “law school stresses critical, analytical, and logical thinking and writing skills, as well as impartiality and the ability to see issues from all angles and points of view. You were also taught how to survive and thrive in an intensely competitive and stressful atmosphere. You may take for granted the basic skill set learned in law school, but these skills are not as common in the workforce among non-attorneys as you may think” (Hansen).

Now that you are aware of the many hidden assets you possess, your job is to find an employer who seeks such qualities. The fact that you have a law degree speaks volumes in itself, and since most employers value this credential, you can easily enter any career field. Below are a few fields that non-traditional attorneys seek careers in:

Academic Administration
According to Danielle Hansen, “undergraduate institutions are required to follow confusing and intertwining state and federal regulations. In this atmosphere, legal degrees are not only practical, but often essential” (Hansen).

Some positions in this field: Affirmative Action/EEO Officer, Grants & Contracts Specialist, Disability Services Coordinator, Trust Officer, Licensing Director, Legislative Affairs Specialist.

Banking & Finance
This industry is heavily regulated and filled with constant legal change. Maintaining an understanding of the many laws is a vital skill for a position in this particular field.

Some positions in this field: Compliance Officers, Credit Examiners, Financial Planners, Claims Settlement Specialists, Bank Probate Administrators, Mutual Funds Administrators, Trust Examiners, Securities Examiners, Escrow Agents.

Immigration
Hansen describes the importance of this area, “since the 9/11 attacks, this area has undergone vast legal changes. With the enactment of The Homeland Security Act in December 2002, the former United States Immigration and Naturalization Service (INS) has been reborn as the Bureau of Citizenship and Immigration Services (BCIS), a sub-department of the newly created Homeland Security Department. With these drastic changes, the entire U.S. immigration system is adapting as well. Individuals with legal backgrounds are desperately needed to grapple with and administer the new law. It’s a career where heavy research is involved, and if you enjoy history, immigration, and administration, then this field may prove to be a perfect fit” (Hansen).

Some positions in this field: Business Immigration Administrators, Human Resources Administrators, International Recruiters, Research Specialists, Immigration Inspectors.

These non-traditional fields are just a few to name. According to LaCrosse, “The strong writing skills necessary for attorneys serve them well in a variety of areas such as journalism, publishing, and research. The persuasiveness at the foundation of building a case lends itself well to sales, self-help, entrepreneurship, management, counseling, and teaching are also frequent choices for former attorneys” (LaCrosse).

Given your credentials, the possibilities are endless. Having a J.D. means that you are a success in the eyes of many employers, and you can continue your success in numerous realms other than in the traditional practice of law. Do not feel confined -- put your skills to use in a field you enjoy!

SOURCES
“Alternative Legal Careers.” Hansen, Danielle D. Law Crossing. 13 June 2007. .

“Non-Attorney Legal Careers: The Crossroads of Changing Jobs.” LaCrosse, Nikki. Law Crossing. 13 June 2007. .

Think Before You Post

By: Kimberly Franks, MLS Office Administrator

Social networking sites such as MySpace and Facebook have catapulted into a widespread phenomenon in recent years, particularly in the recent college grad age group. As this trend has so rapidly grown, the trend in the number of employers who are Googling candidates to research for additional information about them has grown as well.

According to Profile Pitstop, “More and more employers as well as other entities, including colleges and universities, are turning toward MySpace and using it as a sort of preliminary background check. In many cases, even if an employer or school isn’t actually going to MySpace first to see exactly what you might have posted on your page, a simple search on Google is all it takes to find that you have a page and quickly lead anyone who might be interested in looking right to your page and what is on it.”

It is imperative that individuals realize that the World Wide Web is “world wide”. Anything that is published on the Internet becomes public domain – personal information becomes just a click away. Unfortunately a lot of people fail to realize that once something has been published, it is public. Since spreading the information is the goal of publishing, it very quickly spreads far beyond your reach and you will no longer have any control over the information, including whether you can remove it (Profile Pitstop).

Most people may think that simply deleting any incriminating information on their personal webpage will keep them in the clear. This is not necessarily so. Many search engines index new material, in addition to copying old pages, as a means of backup should the original happen to disappear. Profile Pitstop points out that “as a result, even if you delete the material on your profile page that might prove to be embarrassing later on, there is a strong chance that it has already been copied by numerous search engines and therefore the content is still quite available over the Internet.”

The lesson here is simple: If you don’t want particular information seen by employers, don’t publish it publicly on the Internet. Steven Jungman, Division Director of ChaseSource LP, in a press release for CollegeGrad.com, recommends “Common sense should prevail when someone posts something on the web that they would not put on a resume.”

Alternatively, what you post could actually work to your advantage when seen by a potential employer. Nic Romero, Talent Acquisition Specialist for North Star Resource Group, explains, “I like to take a look and see what information is out there about candidates by performing a Google search. If they have recognitions through sports or the community, that’s great information that adds credibility to the candidate. It also helps me create a bond with that candidate because sometimes this information is more telling than a resume and cover letter” (CollegeGrad.com). Additionally, John F. Brown, Director of College & Career Guidance at Oral Roberts University, notes, “the great news is, these sites provide a real opportunity for self-marketing and promotion. Consider this an opportunity for ‘Employment Judo.’ College grads who take a professional approach at their personal blogs and webspace have an opportunity to post and advertise components of their qualifications typically truncated from a typical resume or application. Be aware that everything you do on the web may be scrutinized and take advantage of the opportunity!” (CollegeGrad.com).

Think twice before posting a photo from an all-night party. Instead consider using your MySpace or Facebook profile as a means of standing out from the crowd by generating a positive first impression. If your profile appears very professional in nature, it could actually work to your advantage, rather than to your detriment. In the end, what you post speaks volumes about you – it could either help you build a potential job connection, or be the reason you might not have been called back for that second job interview.


SOURCES
“Be Careful What You Post.” Profile Pitstop. 24 May 2007. .

“MySpace Is Public Space When It Comes To Job Search: Entry Level Job Seekers – It’s Time To Reconsider The Web.” CollegeGrad.com. 24 May 2007. .

The Benefits of Hiring Seasonal or Temp Workers

By: Kimberly Franks, MLS Office Administrator

Locating the right candidate for the open position at your firm can be an immense headache! Sifting through resumes, conducting background checks, testing, and setting up interviews can be extremely time-consuming. The extra expense associated with advertising is just one more addition to the hassle. Even after all the trouble you go through in this process, there is still no guarantee of discovering the best employee.

It is because of this that some businesses refer to staffing agencies when searching for seasonal help. Teaming up with recruiters at these agencies will save you from the aforementioned stresses, as well as protect your company from legal liability and unemployment costs in case things don’t work out, according to Kris Mamula.

However, if your firm does not decide to utilize the professional services of a staffing agency to recruit temporary or seasonal talent, there are several things to keep in mind.

1. Advertise early.
“Start by writing a job description, then advertise early” (Mamula). For entry-level positions, advertising in smaller, local newspapers may be the way to go. For positions that require more experience and expertise, Internet advertising is a fine route to take.

2. Conduct background checks.
With a tight labor market like we have now, background checks are particularly important because on-point candidates can be grabbed quickly. According to Mamula, “Clerical and light industrial jobs are among the areas where demand is high – all the more reason for the background check to be thorough” (Mamula).

3. Conduct skill tests.
Administering skill tests (such as typing, grammar, spelling, office procedures, etc.) is a great way to verify the information the candidate has provided on his or her resume. Never take a resume at face value.

4. Utilize college students.
Mamula says, “Colleges are great places to find temporary staffing because students’ schedules are ideal for short employment needs. They have the flexibility to focus on a specific project” (Mamula). Posting open positions on college job boards is an excellent way to recruit students looking for jobs.

We all know that time = money. If you can save time by working with a staffing agency, you will ultimately save money in the end. The costs of advertising, as well as the time you’re taking away from your work in order to conduct background checks, tests and interviews certainly adds up! Kris Mamula makes an interesting point: “In the end, it might be necessary to try out a couple employees before you find the one who fits best. It’s a lot more expensive to hire the wrong person than it is to wait a few more days to hire the right person.”

SOURCE
Mamula, Kris. “Hire Seasonal or Temporary Staff.” Pittsburgh Business Times. 11 May 2007.