As fewer people apply to law school, deans have basically two options: they can shrink the size of the entering class, which reduces tuition revenue, or they can keep the size of the entering class the same, which results in credential dilution — a student body with lower LSAT scores and GPAs. Credential dilution can lead to a tumble in the closely watched U.S. News rankings, which can further reduce applications, setting in motion a vicious cycle.
So far, most schools seem to have opted for shrinkage. Most deans would prefer to be able to claim that they are taking a “stand for quality,” as Dean Patrick Hobbs of Seton Hall recently stated.
Interestingly enough, however, one top law school seems to be going in the other direction. It’s actually increasing the size of its incoming class over last year, even if doing so might lead to credential dilution….
The median LSAT score for students at the Thomas M. Cooley Law School is 145. This means that Cooley is already trawling in the waters of the bottom 25 percent of LSAT takers. So when Cooley Law Dean Don LeDuc says that the school might consider lowering its admissions standards to cover the drop in law school applications, it’s fair to ask what’s lower than the bottom of the barrel.
Are they going to start admitting people who took the LSAT in crayon? Are they going to start admitting people who can’t read? If the median score is 145 and you’re going to bring that number down, what (if any) “standards” does your school still purport to have?
Cooley would rather lower its standards than lower its tuition. In fact, LeDuc says that tuition is going the other way: Cooley announced that it will raise first-year tuition by 9 percent and tuition on everybody else by 8 percent. It’s almost as if Cooley has taken upon itself the responsibility of punishing people too ignorant to research legal education….
I imagine that students of the Charleston School of Law woke up this morning feeling a bit like exotic dancers who just found out that their strip joint was being sold to a whorehouse.
Charleston School of Law (CSOL) was already a pretty weak law school, charging $38,000 a year despite being unranked by U.S. News. Its employment stats and bar passage rates are often embarrassing. It’s “accredited” by the ABA because, well, the ABA will rubber-stamp institutions like this.
But yesterday the school announced that it was entering a “management services agreement” with a for-profit company, Infilaw Inc. Infilaw has not covered itself in glory. It owns Charlotte School of Law, Florida Coastal School of Law, and Phoenix School of Law. So to call Infilaw a “diploma mill” is being exceedingly kind to Infilaw.
It’s a bad situation. The news is “rocking the Charleston legal scene,” as one tipster told us, and many students and professors are upset. But the story of one student who was set to matriculate at CSOL this fall sort of illustrates how the kinds of students who go to CSOL are resistant to the market information, thus making a company like Infilaw possible…
The evolution of relationships between the genders continues. Currently, in law firms, there is an interesting conundrum; balancing the desire for a gender-blind workplace where “the best lawyer gets the work and advances” and the reality of navigating the complicated maze created by the fact that, in general, men and women do possess differences in their work styles. These variations impact who they work with, how they work, how they build professional connections and how organizations ultimately leverage, reward and recognize the talents of all.
Henry Ford sat on his workbench and sighed. A year earlier, he had personally built 13,000 Model Ts with his own hands. Fashioning lugnuts and tie rods by hand, Ford was loath to ask for help. Sure, there were things about the car that he didn’t quite understand. This explains the lack of reliable navigation systems in the Model T. But Ford persevered because he knew that unless he did everything, he could not reliably call these cars his own.
“Unless my own personal toil is responsible for it, it may as well be called a Hyundai,” Ford remarked at the time.
The preceding may sound unfamiliar because it is categorically untrue. And also monumentally stupid. Henry Ford didn’t build all those cars by hand. He had help and plenty of it. Almost exactly one hundred years ago, Henry Ford opened up the most technologically advanced assembly line the world had ever seen. Built on the premise that work can be chopped up into digestible pieces and completed by many men better than one, the line ushered in an age of unparalleled productivity.
Today, an attorney refers business because he can’t do everything the client asks of him.
There are three reasons why this is way dumber than a made-up Henry Ford story…
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 protected].
Since late last year, things have been booming in Hong Kong / China in cap markets, especially Hong Kong IPOs. M&A deal flow has recently been getting a bit stronger as well. Although one can’t predict such things with any certainty, all signs are pointing to a banner entire 2014 for the top end US corporate and cap markets practices in Hong Kong / China. This is not really new news, as its been the feeling most in the market have had for a few months now and things continue to look good.
The head of our Asia practice, Evan Jowers, has been in Hong Kong for about 10 days a month (with trips every other month to both Shanghai and Bejing) for the past 7 months, and spending most of his time there meeting with senior US hiring partners at just about all the major US and UK firms there, as well as prospective candidates at all associate levels and partner levels, and when in the US, Evan works Asia hours and is regularly on the phone with such persons, as our the other members of our Asia team. Our Yuliya Vinokurova is in Hong Kong every other month and Robert is there about 5 times a year as well. While we have a solid Asia team of recruiters, Evan Jowers will spend at least some time with all of our candidates for Asia position. We have had long standing relationships, and good friendships in some cases, with hiring partners and other senior US partners in Asia for 8 years now.