Sorry, folks — we couldn’t make it two full weeks without a story about law firm layoffs. We continue to hear reports about them, which we publish as we get sufficient corroboration for each one. If you have information to share, please email us or text us (646-820-8477; texts only, not a voice line).
Thus far, layoffs have hit support staff the hardest. Junior staffers often bear the brunt, since some of the layoffs are seniority-based.
But senior people, including law firm management, are not immune to the cuts. One law firm recently laid off two executives, along with about twenty staffers…
Are staff attorneys closer to support staff or associates? They fall somewhere in between. They have law degrees and practice law, but they don’t enjoy the pay and partnership prospects of associates.
And staff attorneys are more susceptible to layoffs. Although we’ve heard reports of associate and partner layoffs — which are definitely under-reported, due to the stealthy way in which they’re generally conducted, often with confidentiality agreements — staffers are getting hit harder. And that includes staff attorneys.
We now bring you word of one leading law firm’s double-digit cuts to its staff attorney program….
This past Sunday’s New York Times featured not just the Cincinnati IRS exposé, but also a depressing discussion about the job market. Here’s the upshot: “Unemployment is staying high despite the end of the recession because we are now in a historic transition. Because of automation, globalization, efficiency and other factors, we no longer need the share of people working that we have had in the past. With these trends moving in only one direction, it is clear that the job crisis is permanent and will not go away with better economic times.”
On yesterday’s post about layoffs at a major international law firm, one of my favorite commenters, “Successful Troll,” took note of our stock photo for such stories: “I feel sorry for the pretty blond woman in the picture. It seems she keeps going from firm to firm being laid off — probably 20 times already this year.”
It was funny, but also depressing. How much longer can layoffs, especially staff layoffs and “stealth” layoffs of lawyers, go on? Who is left to be laid off? Where are laid-off employees of law firms supposed to look for new jobs, in an environment in which it seems that all firms, including some very elite ones, are cutting headcount?
For now, these questions remain unanswered. Today we have more layoff news for you….
While summer associates are present, certain subjects are off-limits. Don’t talk about that group of partners with a huge book of business that’s going to defect any day now. Don’t talk about that salacious lawsuit against the firm that’s still pending.
And don’t talk about layoffs — of staffers or lawyers or both. Reductions are such a buzzkill….
Mammas, don’t let your babies grow up to be legal secretaries. We’re hearing scattered and somewhat hard-to-confirm reports of lawyer layoffs at various firms — please email us or text us (646-820-8477) if you have news to share — but efforts to reduce the ranks of secretaries are open and notorious.
If you spin through our staff layoff coverage, you’ll see that numerous law firms have shrunk the size of their secretarial staffs. Some firms have done this the hard way, through layoffs, while others have taken the kinder and gentler route, through buyouts.
Today we can report that two leading law firms have jumped on the “voluntary separation” bandwagon. If you’re a recently displaced legal assistant looking for a new position, don’t bother applying to either of these places — one of which is shedding lawyers, too….
In the Mob, you know a guy is done for when he is asked to “take a ride.” In Biglaw, it’s when the practice group leader asks you to have a drink after work. In-house is different — there is an announcement of restructuring, there is a rumor cycle of what department is getting hit, then there is a waiting period to see which people “take a package” voluntarily, and then the other shoe falls.
It can be unnerving to see people escorted out of an office with a box or two in hand and a security officer following behind. It is scary how quickly a person gets “wiped” from the intranet. They were there this morning, and a few hours later, all email bounces back. Since you are not a manager, you won’t know until there is a knock at your door.
I remember the first time I saw this occur. I was scared out of my mind at the news of “layoffs.” I visited a senior colleague who talked me out of the tree — she had been through too may of these to count and was nonchalant. First, there is nothing you can do if the decision has been made, and second, a bigger corporation means the odds are ever in your favor. Since that first experience, I have taken the advice to heart, but have also taken steps to ensure I can exit as smoothly as possible if the unfortunate ever happens….
I asked, and once again the readership delivered. I thought it would be interesting to hear from former Biglaw associates who had been passed over for partnership, and I was happy to receive some thoughtful responses.
As you will see below, and as I discussed in my columns relating to making partner, there are very powerful personal forces at work in these situations. As much as we can learn from our own disappointments, so can we learn from the experiences of others, especially those who have forged ahead despite a setback.
Biglaw can be a brutal business. We need to pause and reflect on the human toll that working in this environment can take….
The holiday season is upon us, and yet again, you have no idea what to get for the fickle lawyer in your life. We’re here to help. Even if your bonus check hasn’t arrived yet, any one of the gifts we’ve highlighted here could be a worthy substitute until your employer decides to make it rain.
We’ve got an eclectic selection for you to choose from, so settle in by that stack of documents yet to be reviewed and dig in…
Ed. note: The Asia Chronicles column is authored by Kinney Recruiting. Kinney has made more placements of U.S. associates, counsels and partners in Asia than any other recruiting firm in each of the past six years. You can reach them by email: email@example.com.
We currently have a very exciting and rare type of in-house opening in China at one of the world’s leading internet and social media companies. Our client is looking for an IP Transactional / TMT / Licensing attorney with 2 to 6 years experience. The new hire will be based in Shenzhen or Shanghai. Mandarin is not required (deal documentation will be in English) but is preferred. A solid reason to be in China and a commitment to that market is required of course. This new hire will likely be US qualified (but could also be qualified in UK or other jurisdictions) and with experience and training at a top law firm’s IP transactional / TMT practice and could be currently at a law firm or in-house. Qualified candidates currently Asia based, Europe based or US based will be considered. The new hire’s supervisors in this technology transactions in-house team are very well regarded US trained IP transactional lawyers, with substantial experience at Silicon Valley firms. The culture and atmosphere in this in-house group and the company in general is entrepreneurial, team oriented, and the work is cutting edge, even for a cutting edge industry. The upside of being in an important strategic in-house position in this fast growing and world leading internet company is of the “sky is the limit” variety. Its a very exciting place to be in China for a rising IP transactional lawyer in our opinion, for many reasons beyond the basic info we can share here in this ad / post. This is a special A+ opportunity.
If your firm is in ‘go’ mode when it comes to recruiting lateral partners with loyal clients, then take this quiz to see how well you measure up. Keep track of your ‘yes’ and ‘no’ responses.
1. Does your firm have a clearly defined strategy of practice groups that are priorities of growth for your office? Nothing gets done by random chance, but with a clear vision for the future. Identify the top practice areas for which you wish to add lateral partners. Seek input from practice group leaders and get specifics on needs, outcomes, and ideal target profiles.
2. In addition to clarifying your firm’s growth strategy, are you still open to the hire of a partner outside of your plan? I’ve made several placements that fit this category. The partner’s practice was not within the strategic growth plan of my client, but once the two parties started talking with each other, we all saw how it could indeed be a seamless fit. Be open to “Opportunistic Hires.” You never know where your next producing partner might come from, so you have to be open to it. I will be the first to admit that there is a quirky element of randomness in recruiting.
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