I recently received an email from an old friend asking for advice on behalf of a relative who is thinking about applying to law school. I was about to respond with a warning about the dangers of taking on massive student loans to get a degree that just might put you on the fast track to unemployment, but then I reread the email and noticed that the young woman in question is thinking about applying to law schools in Canada (she’s Canadian).
O Canada! Their legal education system is different — and, by some accounts, better than ours. At least if you define “better” in terms of “better at getting law school graduates into legal jobs.”
But could things up north be changing — for the worse, eh?
The Canadian legal blogosphere has been buzzing this week over an article penned by last year by a retired Canadian law professor. In it, University of Western Ontario emeritus professor Robert Martin likens Canadian law faculties to “psychotic kindergartens” and offers other hilarious taunts about the quality of Canadian legal education.
The Guardian highlights this quote by Professor Martin: “Each fall, a horde of illiterate, ignorant cretins enters Canada’s universities. A few years later, they all move on, just as illiterate, just as ignorant and rather more cretinous, but now armed with bits of paper, which most of them are probably not able to read, called degrees.”
Some might say: this sounds just like the United States. Does Professor Martin have a newsletter or perhaps a blog of his own so that we may continue to hear his thoughts on the state of legal education?
While Martin has a number of excellent quips about Canadian education, he reserves his biggest guns for the value proposition of going to law school. His thoughts should resonate with many American law students….
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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