Ed. note: Welcome to the latest installment of The Dean’s Office, a series of posts on legal education by Dean David Yellen of the Loyola University Chicago School of Law.
The American Bar Association plays an important, but often misunderstood, role in legal education. Overall, I believe the ABA deserves mixed grades for its response to the current crisis. It did not cause the crisis, and it is implementing some valuable improvements. But its resistance to change stands in the way of a number of needed reforms.
First, some background. The Council and Accreditation Committee of the ABA Section of Legal Education, not the ABA itself, is authorized by the U.S. Department of Education to accredit law schools. DOE rules require an accrediting agency to be separate and independent from a trade association, so the Section operates essentially autonomously from the main ABA. ABA accreditation is critical to law schools because all states authorize graduates of ABA accredited schools to take the bar examination. Recently, the President of the ABA itself created the Task Force on the Future of Legal Education (on which I serve). The Task Force is an advisory group, though, with no accreditation authority.
Two key features of the ABA process are voluntarism and self-regulation….
Ed. note: This is the latest installment of The Dean’s Office, a series of posts on legal education by Dean David Yellen of the Loyola University Chicago School of Law. You can read the first post here.
The winds of change are swirling around legal education. Many of the critical challenges we are facing today involve the following three factors: capacity, cost, and quality. Are there too many law students, law schools, or both? Why is law school so expensive? Are law schools doing an adequate job of preparing students for their careers? (Note: I have explored these issues in a little more detail in recent posts at The Faculty Lounge.)
The first decade of this century was a boom time for law schools. From 2000 – 2010, first year law school enrollment increased around 20%, from 43,000 to 52,000. The number of ABA accredited schools went from 183 to 200. Jobs seemed plentiful in the first half of the decade, there were strategic advantages to growth and many universities felt it was prestigious to add a law school. Since 2010, the number of applicants has tumbled about 40%. First year enrollment dropped to 44,000 this year. In the fall of 2013, as few as 40,000 students will enroll, representing the smallest number since the 1970’s.
This decline in enrollment is a good thing, given the job market. Fewer than 60% of the class of 2011 had permanent, full-time jobs requiring a JD nine months after graduation. The Bureau of Labor Statistics is projecting around 22,000-25,000 lawyer jobs per year, counting growth and attrition.
Ed. note: Welcome to the first installment of The Dean’s Office, a series of posts on legal education by Dean David Yellen of the Loyola University Chicago School of Law.
Welcome to The Dean’s Office. I know that law school deans are not particularly popular on Above The Law, so what am I doing here? In January, I met Elie after he spoke about media and communications in the internet era at the annual conference of all the law schools. We had an interesting conversation (he’s much nicer in person than in print!) and he later asked me to write an occasional column about legal education topics from a dean’s perspective. So for now, I’ll be appearing here every other week.
I have been a law professor since 1988 and a dean (at two different schools) since 2001. In addition to my regular job, I have been involved in legal education reform. I recently served for six years as a volunteer member of the ABA Section of Legal Education’s Standards Review Committee (more on that in future columns) and currently serve on the ABA President’s Task Force on the Future of Legal Education.
These are the most tumultuous times in legal education that many of us have ever seen. The elements of the current crisis are well known. The job market for our graduates has been very rough since the Great Recession. We have learned that law firm jobs were declining even before then, as the impact of changes in the profession, globalization, and technology began to be felt….
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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