A lovely editorial in the New York Post showed a total lack of understanding about the problems faced by lawyers and recent law grads. I want you guys to see it, because sometimes it’s easy for lawyers to forget just how much the outside world hates them.
And make no mistake, the outside world hates lawyers. But the New York Post is able to add an extra helping of disgust toward legal practitioners. The editorial mocks the idea of helping unemployed lawyers.
Maybe if more prospective law students knew how much everybody else dislikes them, there would actually be fewer unemployed lawyers walking around in need of help….
If President Obama thinks education is so important, then why is he hell bent on financially crippling those who seek education? Seriously, why can’t he understand that making education affordable for everybody is not achieved simply by giving everybody the opportunity to take out loans that they cannot pay back?
I’ve mentioned before that Obama himself did not pay off his student loans until he became a best selling author. Does he expect everybody to write a great American novel? Does he think loans are free? Does ensuring that members of the “educated elite” are financially hobbled for the rest of their lives part of some sick political philosophy experiment?
I want answers, goddamnit! I want somebody to explain to me why this president — one who has enjoyed overwhelming support from the young and college-educated — has a blind spot when it comes to the cost of student loans.
Do I have to become a rabid, Tea Party Republican to get this Democrat to pay attention to me? Just look at what he’s about to do to graduate students. With one hand he’s trying to funnel more money to lawyers who help low-income clients, but with the other he’s going to make it even harder for lawyers to pay off their loans without working for people who have the ability to pay high fees.
He doesn’t want people who have a commitment to public service, he wants saints willing to martyr their futures on a pyre stoked by Sallie Mae….
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: firstname.lastname@example.org.
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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