eNL Online - Legal Recruitment

Sometimes there just aren’t enough hours in the day and this is particularly true for legal professionals. Working long hours and juggling an assortment of demanding tasks can be par for the course, so spending time out of the office visiting clients can quickly slip to the bottom of the ‘to do’ list.

But there is real value in investing the time and effort to build and maintain good relationships with clients, not least because it gives them the sense that they are important to you and to your firm. Regular visits to clients can help smooth out any problems before they escalate into a source of serious dissatisfaction and this personal approach will ultimately help to retain clients.

That said, spending time in the office is an essential part of actually getting the job done and finding the balance between time at your desk and time with clients can be tricky. It all comes down to planning ahead where possible and organising your diary to make space for productive time in the office and regular client meetings out of the office.

The progression from trainee to newly qualified lawyer can be a daunting one, now so more than ever as suitable positions are not as readily available as they once were.

Continuing with the firm at which they trained is a comforting prospect for many, offering the reassurance of friendly faces and familiar ways of working. But in the current climate that is not always an option and newly qualifieds will need to be flexible in order to secure a position.

We recommend that trainees assess their options as soon as they are able to do so. Once their current firm has advised them whether or not there will be any suitable opportunities for them, they can begin to prepare accordingly.

In either case, it’s essential to consider long-term goals and how best to achieve them. Where do they see themselves in five years time and which route is more likely to help them get there?

eNL are keen to assist where possible and are on hand with advice, tips and market knowledge that will assist with your search.

Employment trends – key facts

• Many predicted a huge expansion in flexible employment such as self employment, temporary work and second jobs; in reality full time permanent jobs remain the bedrock of the UK labour market. (See flexibility below )
• Since 1997 almost all new jobs have been permanent and two thirds full-time.
• Women account for a bigger share of the workforce and by international standards the UK already has very high levels of employment for women.
• The share of people working part-time has increased.
• It is estimated that nearly three million new jobs will be created in the services sector (both private and public), some in well-paid professional jobs but also a great many in lower-paid service sector jobs
• After a short-lived surge in the early 1990s, temporary work has been in retreat.
• We have seen a trend towards greater work intensification and job insecurity with workers expressing less satisfaction with their jobs than ten years ago.
• We have seen significant increases in long hour working by many white collar groups
• The Government’s re-regulation of the labour market including new employment rights and protections around the family friendly agenda has helped improve working conditions.
• But, the Government’s refusal to end Britain’s opt out from the Working Time Directive means there is little hope of ending Britain’s long hours culture.

The rise of flexibility

Employment forecasts that ignore the fact that employee-based jobs will remain the bedrock of the labour market in the 21st Century consequently misinterpret how the rise of flexible working will develop in the future.

We already know that the rise of flexibility in working patterns in recent years has been fuelled by a demand from both workers and employers.

• employees want greater work-like balance and increasingly this is across-the-board rather than just limited to those needing to choose flexibility to accommodate caring responsibilities
• social research suggests that this trend will intensify in the coming years and that employee demand for work-life balance will expand rapidly
• in recent years employers have been under increasing pressure to implement flexible working patterns both to meet employee demand and in order to enhance competitiveness and productivity and to deliver high quality services and products to their customers and clients.
  • forecasts of employment growth (e.g. the rapid increase in service sector jobs) means that there will be an increasing emphasis on delivering timely services to individuals in the future
  • developments in manufacturing around “just in time” production techniques will increasingly become a fact of working life

Flexible working in the future?

There are a number of key conclusions that we can draw from current trends and the most reliable employment projections that we have to hand.

• the demand for flexible working patterns by both workers and employers is set to gather pace in the coming years and will play a greater role in the employment relationship
• the predominant employment relationship of the future will be the same as now, between employers and employees,
• consequently, negotiating flexible working patterns will become a key collective bargaining issue for trade unions
• while part-time working will continue to grow, the relatively stable trends in full-time employment will demand even more innovative approaches to achieving flexibility in the workplace.

For many professionals networking is the key to landing that top job in record time, and this is especially true in the uber competitive legal sector.

What makes you stand out from the crowd – it could be tirelessly working long hours or doing a top-notch job day after day, or maybe your ability to charm and entertain potential clients, as these factors all have the potential to play a part in how quickly and how far you progress.

However success, whether at interview stage or when the opportunity for promotion arises, can often come down to likeability and decision makers are often more inclined to favour those who have taken the time to socialise and show an interest in them.

If you’re serious about moving up the ladder then networking needs to be something you think about as being part of your job rather than an optional activity you dip into now and then. Demonstrating a commitment to networking on your CV will also help you through the application process if you’re looking for a new position.

There are plenty of organisations that facilitate networking for legal professionals, such the Law Society, as well as many regional groups, like Birmingham Forward in the West Midlands and Trainee Solicitors Groups, which operate in most major cities. Organised corporate lunches, speed networking, legal sector awards ceremonies and even Thursday night drinks with colleagues are all great ways of expanding your contacts and getting to know who’s who in your profession.

Rebecca Mawdsley attended a recent Birmingham Future Debate held by Sir Bernard Zissman of Advantage Business Angels on 5 July 2010 as part of the visit to Birmingham by the Lord Mayor of the City of London, Alderman Nick Anstee.
 
The motion was “Birmingham:  Striding Ahead in Promoting New Business Start-ups…. But are we supporting them financially?” and the panel consisted of 2010 BYPY winner and owner/founder of Glide Utilities, James Villareal; Andrew Springhall of www.inafishbowl.com; and Dr David Hardman MBE, managing director of Birmingham Science Park Aston as well as Sir Bernard.
 
Panel chair and Birmingham Development Company property developer Anthony McCourt opened the debate by stating that Birmingham is a city of contrasts.  “We are known as the city of 1,000 trades and over 50% of UK patents are registered here every year,” he said.  “But, we are also the city with the highest youth unemployment.” Dr Hardman argued : “In this region, there is still a glass ceiling on people’s expectations.  People don’t think big enough.  100% of a cupcake is still a cupcake.  We need to grow businesses of 50 people as well as 5.”
 
Andrew Springhall suggested: “You can buy a book from someone who has made their millions.  But, you really need a well rounded approach.  One size does not fit all.” Finally, James Villareal gave some insights into his own business expansion.  “Turning 20 and raising £1/2 million for a business is great,” he said.  “But it is a struggle to let go of your baby, to release the equity.”

The entrepreneurship theme will be continue to be promoted throughout 2010/11 as Darren Walker takes the helm as Birmingham Future Chair.

There is much talk and opinion around the impact that the introduction of ABSs is going to have on the legal profession. Much of this has been fairly high level talk and assumptions around increased competition, different business models, the perceived threats of “Tesco Law” and how lawyers need to change. However, this discussion came down a level as to how this may practically impact upon individual lawyers at the recent “The Lawyer’s Annual HR Strategy Conference”. In one presentation, it was suggested that the way lawyers are remunerated needs to be revisited. HR director Charlie Keeling of Waterhouse Field Fisher said that “PQE is a misused and misunderstood metric that drives behaviours which aren’t helpful for driving growth.”

So how are law firms going to structure reward packages in the future? Do both law firms and individual lawyers know enough about the actual and long term value which individuals add over and above billable hours? If so, how is this measured and rewarded?

It seems that one firm has considered ways in which to do this – The Lawyer reported that staff at Eversheds are being given the chance to win a £20,000 cash prize for coming up with a pioneering business idea. www.thelawyer.com/eversheds-to-pay-staff-for-top-bd-ideas/1004539.article

There is no doubt that change is coming (again!) and there is more than a mere suggestion that lawyers will need to improve their business skills in areas such as CRM and client rapport, marketing and cross selling, people development and management and leadership. These are not skills we are taught directly at law school although frequently we find through practice that we are naturally good at some (or even all) of these aspects; we don’t always realise we are using them or don’t use them in a deliberate and targeted way.

•  Lawyers – are you aware of the additional skills you can offer to help your firm through this challenging time? If so, have you shared these with your firm?
• Law firms – do you know or have you asked what other skills you have within your firm and are you maximising these skills to your advantage?

There is a suggestion that many firms are burying their heads in the sand in relation to the changes which could result from the LSA 2007. I truly hope that this is not the case and that firms are looking at the opportunities which this could bring; albeit, they are doing this in a quiet and considered way (as we lawyers are wont to do!) One thing is certain, in that any changes will affect us all and we should all feel empowered to contribute to the future of the legal business whether we are a junior lawyer or managing partner.

Darwin said “It’s not the strongest that survive, nor the most intelligent, but the ones most responsive to change”.

Michaela Hardwick of Beyond Expectation is a Legal Performance Coach who helps lawyers and law firms to find their own solutions through insightful questioning and listening techniques. Having worked in practice for 12 years as a Solicitor and Quality Manager, Michaela is only too aware of the challenges facing lawyers. All coaching offered by Beyond Expectation is accredited for CPD points by the SRA. Find out more at www.beyond-expectation.co.uk or by emailing michaela@beyond-expectation.co.uk or calling 0121 288 6002.

 Beyond Expectation working in Partnership with eNL Ltd

With the solstice behind us it finally looks as if summer has arrived. The UK has been basking in glorious sunshine this week but what have people been wearing to work on these unusually warm days?

The blogosphere has been alive with cruel quips about the ubiquitous socks and sandals combo, as well as suits and flip flops and other borderline bohemian office attire.

For men the options are rather limited. Given that the ‘short suits’ seen on last year’s catwalks never quite made it into the boardroom, a short-sleeved shirt is about as cutting edge as it gets in terms of acceptable summer work attire.

Women on the other hand are faced with a minefield of different options. Some safe choices for summer staples include high-necked sleeveless tops and smart trousers, short sleeved blouses and pencil skirts and mid-length shift dresses.

What to wear for work during the summer is one thing, but what to wear to an interview is quite another. Looking presentable and composed is essential so for interviews we recommend carrying a light jacket that can be slipped over short-sleeved shirts or blouses shortly before arrival.

It may also be worth checking the firm’s dress policy before your interview. Some organisations may, for example, discourage open toed footwear or insist on men wearing ties. Complying with these sorts of policies at the interview stage will help give the right impression.

Top Athletes recognise the value of a Performance Coach……

 ….but do you?

Performance coaching is about sharpening skills which already exist in individuals and teams in such a way as to improve performance for long term gain. Using insightful questioning and listening skills, it facilitates the individual/team to positively identify and adopt new ways of achieving objectives.

Executive Network Legal is proud to be working in collaboration with Beyond Expectation offering value added coaching and training services for both candidates and clients alike.

All Coaching is accredited by the SRA for CPD points.

First 100 Day Coaching
The investment of taking on a new person is not insignificant and often involves adapting to different cultures and personalities for the individual and the employer. The firm wants the new person to be productive and cost effective as soon as possible. Coaching can be highly beneficial in these circumstances and helps the individual identify and work towards truly aligning themselves in the business. Employing a coach to support the individual also sends a clear message of value and support.

Workshops for Firms
CPD accredited coaching workshops are available on a variety of topics which are dedicated and tailor made to the firm. The sort of circumstances and topics that may be encountered are:

Teams going through change
Where there has been an amalgamation of teams, a new project or client team or following a merger. Coaching helps the team as a whole identify goals, strengths, strategies and action plans.

Teams requiring development in a particular area
Circumstances often arise where a team faces a new challenge and requires development in areas such as CRM, new legislation, increased competition, cross selling of services or adoption of fixed fee work. Coaching helps teams in these situations deal with the change more effectively and efficiently and ensures continued motivation through a potentially difficult circumstance.

Redundancy/outsourcing workshops
Where firms find themselves in the situation of having to make internal changes through redundancy or outsourcing, the provision of coaching by the firm to the individuals concerned helps smooth the process and enhance the firm’s reputation in difficult circumstances.

Trainee/Associate/Partner Development Programmes
Many firms run specific programmes for development at these stages and coaching dramatically enhances the success of these programmes. It offers far more consistent and objective support than mentoring and helps the individuals develop in their own way at their own pace thereby creating a long term benefit and helps to generate new ideas from these individuals who have already been identified as having a potential long term future with the firm.

Candidates

1-2-1 Coaching
This allows individuals considering changing firm to identify their long term aims enhance their existing skills and improve their performance.

Workshops
A variety of topics could be adopted to offer to candidates (including students) to help them improve performance and develop their own skills.

For more detail on the services which can be offered click here http://www.enllegal.co.uk/beyond.php