RECRUITING & INTERVIEWING

STRATEGIES FOR CLCS

27 November 2012- CLCNSW Quarterlies

Background – Jason Elias

1995 – Graduated Arts/Law UNSW incl Kingsford Legal Centre (KLC)

1997 – Admitted in NSW/ Joined Baker & McKenzie, volunteered at KLC

1999 – Specialist legal recruiter

2000 – Opened Elias Recruitment focus on Not-for-profits, alternate careers for lawyers. Large amount of regional work.

Where we work

Sourcing Techniques

1. Advertising – Press and Online

2. Networking/Social Media

3. Specialist Recruiters

1.Advertising

General Job Boards eg SEEK, My Career, CareerOne

Legal Sites eg ALB, Lawyers Weekly

College of Law websitePress- local paper, SMH, Australian, AFR

2.Networking/Social Media

Word of MouthNACLC website (www.clc.net.au)

Linked InFacebookTwitter

3.Specialist Recruiters

Find experts in the space Feel comfortable with who you

select Don’t go recruiter shopping Negotiate rates and terms Qualify guarantee

Drafting Ads- How to attract Grab attention- competitive WIIFM Appeal to emotions, tell a story

(sea-change, make a difference, job satisfaction, work/life balance)

List benefits not just criteria Call to action

Cost-effectiveness

Word of Mouth- always best and free Networking/ Social Media- - low cost

but labour intensive Advertising- cost varies low

(clc.net.au) to medium (SEEK, local paper) to very high (AFR)

Specialist Recruiters- higher cost but less labour intensive and guarantee provided.

Evaluating Applications

Prepare a job description and determine criteria ie essential (must haves) and desirable (nice to haves)ESSENTIAL CRITERIA DESIRABLE CRITERIA

Eligible for practising certificate

Worked in a similar organisation

Experience in civil or family law

Accredited specialist in area

Able to work in Broken Hill Located locally or understands area

Screening Candidates

Create a system Evaluate in one or two sessions with

minimum disruption. Don’t delay or best candidates will go Easy way to bulk screen is on objective

criteria eg location and salary Rank candidates to arrive at manageable

shortlist.

Interviewing Candidates

Contact each shortlisted candidate for a phone screen- 10-20 minutes to determine if they are worth interviewing

Invite for interview- preferably face to face, otherwise skype or phone

Number of interviewers? Have questions arranged but be open to

conversational style as well Focus on motivation, personality and cultural fit

as well as skills and experience Relocation -are they the sole decision-maker?

Behavioural Competency

These are behaviours that separate a superior performed from a mediocre performer

Research shows high achievers have: 49% technical (knowledge, skills, abilities) 51% behavioural (typical behaviours)

Questions tend to start with “tell me about a time when…”.

Focus on attention to detail, problem solving, client service, communication, flexibility, initiative, conflict management, cultural awareness and ethics.

Assessment

Score/Rank candidates in preferred order as soon as possible after each interview

If there is a panel it is a good idea to arrive at decisions independently and then compare and arrive at consensus

Second/Further Interview? Check references and paperwork

(academic transcripts, current practising certificate, passport)

Reference Checking

Select appropriate referees provided by candidate

Get permission to contact esp current employers

Conduct 2 or 3 detailed reference checks esp probe any areas of concern from interviews

Ask reasons for leaving job, check employment dates, ask if they would re-hire them

Example of red flags,poor reference check

“When in doubt- go without”

Offer and Acceptance

Once preferred candidate is decided deliver offer orally and send paperwork same day if possible

Articulate title, salary (superannuation), duties and whether governed by EBA or other conditions

Resignation, counter offers and “danger period”

Keep in touch if there is a gap between offer and start date

Retention- Why lawyers leave?Negative relationships with managers

No room for career advancementGap between expectations and reality

Being overworked or stressedLack of coaching or mentoring

Lawyers Weekly 9/3/11

QUESTIONS?

Further info or follow up questions – Jason Elias (02) 9362 1859

info@eliasrecruitment.com