quarterlies
TRANSCRIPT
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RECRUITING & INTERVIEWING
STRATEGIES FOR CLCS
27 November 2012- CLCNSW Quarterlies
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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.
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Where we work
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Sourcing Techniques
1. Advertising – Press and Online
2. Networking/Social Media
3. Specialist Recruiters
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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
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2.Networking/Social Media
Word of MouthNACLC website (www.clc.net.au)
Linked InFacebookTwitter
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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
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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
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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.
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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
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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.
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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?
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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.
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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)
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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”
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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
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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