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lateral move

Switching Firms? Steps You Should Know

Blogs /

Have you considered these steps when switching firms? Lawyers have many reasons for switching firms. Some are not happy with their current situation; others want to move up the ladder. For associates, the peak period for making an initial move is between years two through five. A typical lawyer may move two to four times before becoming a partner. A well-planned lateral move can offer more income, better opportunities, and a broader skill-set. For an associate, it often takes at least three months from sending out resumes to the start date with a new firm. It can take much longer for partners, counsel, and in-house attorneys. If you are considering switching firms next year, start as soon as possible because each of the following steps in the lateral move process can take several weeks: Do Your Research – Make sure the firms you target make sense for your career path. Send Out Resumes – Update your resume and tailor your cover letter for each firm you are approaching. Follow the submission instructions (electronic or paper) for your target firms. Screening Interview – Some firms respond to a candidate’s submission immediately. Other firms may take a few weeks or longer to set up a screening interview. Full Round of Interviews – If the screening interview goes well, a firm will ask the candidate back for a full round of interviews. Be prepared to discuss your legal career with various partners. Final Round of Interviews – Some firms hold three rounds of interviews to ensure that all key partners are involved. Firm Makes Offer – Partners meet and decide if they will make an offer. Accept the Offer – If you receive a written offer letter, respond within 7-14 days. Background Checks & Conflicts – After you accept an offer, the firm will conduct background and conflict checks. It can take a long time to go through every case you’ve handled during your career. Give Notice – Wait for the new firm to confirm the background checks and conflicts checks are complete before you let your current employer know that you are leaving. Reference Checks – The new firm may contact references during the vetting process, or after you’ve confirmed your start date. Set a Start Date – Most firms will want you to start within a reasonable time frame. Now isn’t the time to let them know about a two-week vacation you have scheduled. Keep in mind that all of this needs to happen discreetly, as you are billing hours and handling casework at your current firm. Consider working with a recruiter if you are switching firms as we can juggle and optimize the timing of the process. An experienced professional can help with any stage of the process and maximize your chances of getting an offer.

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‘Tis the Season for Lateral Moves

Employers /

‘Tis the season for holiday parties, bonuses, and promotions! After the festivities, law firms face the predictable wave of departures or lateral moves that mark the start of each year. Although associates leave throughout the year for a myriad of reasons, lateral moves surge in January. Here are some of the top reasons associates leave and what firms can do to improve employee retention:   Firm Culture Company culture can make or break a firm’s ability to retain associates. Engaged and happy employees will lead to employee retention. Employee retention leads to productivity which will give your company a leg up on the competition. What firms can do: Positive company culture doesn’t just happen. First, strive to hire attorneys and support staff who fit the firm’s particular culture. Then leadership needs to make a dedicated and consistent effort to foster a positive atmosphere that keeps workers engaged. Quality of Experience Attorneys want to grow and flex their abilities by performing substantive work. If rewarding work is not mixed in with the grind of routine tasks, associates may be tempted by competing firms offering more challenges. What firms can do: If associates have opportunities to grow their skills, it can help avoid burnout on mundane tasks. Consider bringing in legal assistance to handle some routine work and allow associates to tackle more challenging projects. Long-term Goals Some attorneys will relentlessly pursue Partnership, and others want a viable career outside the partner track. If an associate isn’t sure about their future at the firm, they may look for a long-term option elsewhere. What firms can do: Clearly communicate the path to partnership. If that is not the intended goal of the associate, let them know what other positions and promotions they can attain. Development Many employees feel that they need continually to develop their skills and expertise. Associates who feel stagnant or pigeon-holed will be easily swayed by another firm that offers valuable training and career-expanding experiences. What firms can do: Invest in meaningful and regular training for associates. This will make them more valuable to the firm and foster a sense of loyalty. Mentoring is also effective in developing associates. Compensation Associates should understand their compensation and the requirements for raises and bonuses. Associates and laterals should also be treated equally to avoid resentment over pay discrepancies. What firms can do: Firms must communicate their bonus structure clearly and openly. If a firm rewards significant extra work, the criteria should be clear. To avoid the January exodus, some firms have replaced year-end bonuses with monthly or quarterly payments. Implementing these tips may help address future lateral moves or departures and increase overall retention. In the meantime, if you are faced with unexpected associate openings in the new year, contact the professionals at Collier to find out how we can help with all of your legal staffing challenges.

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