Quarterlies

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Quarterlies

  1. 1. RECRUITING & INTERVIEWINGSTRATEGIES FOR CLCS27 November 2012- CLCNSW Quarterlies
  2. 2. Background – Jason Elias 1995 – Graduated Arts/Law UNSWincl 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.
  3. 3. Where we work
  4. 4. Sourcing Techniques1. Advertising – Press and Online2. Networking/Social Media3. Specialist Recruiters
  5. 5. 1.Advertising General Job Boards eg SEEK, My Career, CareerOne Legal Sites eg ALB, Lawyers Weekly College of Law website Press- local paper, SMH, Australian, AFR
  6. 6. 2.Networking/Social Media Word of Mouth NACLC website (www.clc.net.au) Linked In Facebook Twitter
  7. 7. 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
  8. 8. 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
  9. 9. 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.
  10. 10. 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
  11. 11. 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.
  12. 12. 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?
  13. 13. 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, co nflict management, cultural awareness and ethics.
  14. 14. 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)
  15. 15. 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
  16. 16. 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
  17. 17. Retention- Why lawyers leave? Negative relationships with managers No room for career advancement Gap between expectations and reality Being overworked or stressed Lack of coaching or mentoring Lawyers Weekly 9/3/11
  18. 18. QUESTIONS ? info@eliasrecruitment.com Further info or follow up questions – Jason Elias (02) 9362 1859

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