This document provides strategies for recruiting and interviewing candidates for community legal center positions. It discusses sourcing candidates through advertising, networking, and specialist recruiters. The document then outlines steps for drafting job postings, evaluating applications, screening and interviewing candidates, assessing skills and experience, checking references, making offers, and retaining employees. The overall aim is to attract and hire the best candidates through an organized, multi-step process.

1. RECRUITING &
INTERVIEWING
STRATEGIES FOR CLCS
27 November 2012- CLCNSW Quarterlies

2. Background – Jason Elias
 1995 – Graduated Arts/Law UNSW
incl Kingsford Legal Centre (KLC)
 1997 – Admitted in NSW/ Joined Baker & McKenzie,
volunteered at KLC
 1999 – Specialist legal recruiter
 2000 – Opened Elias Recruitment focus on Not-for-profits,
alternate careers for lawyers. Large amount of regional
work.

3. Where we work

4. Sourcing Techniques
1. Advertising – Press and
Online
2. Networking/Social Media
3. Specialist Recruiters

5. 1.Advertising
 General Job Boards eg
SEEK, My Career, CareerOne
 Legal Sites eg ALB, Lawyers
Weekly
 College of Law website
 Press- local
paper, SMH, Australian, AFR

6. 2.Networking/Social Media
 Word of Mouth
 NACLC website
(www.clc.net.au)
 Linked In
 Facebook
 Twitter

7. 3.Specialist Recruiters
 Find experts in the space
 Feel comfortable with who you select
 Don’t go recruiter shopping
 Negotiate rates and terms
 Qualify guarantee

8. Drafting Ads- How to attract
 Grab attention- competitive
 WIIFM
 Appeal to emotions, tell a story (sea-
change, make a difference, job
satisfaction, work/life balance)
 List benefits not just criteria
 Call to action

9. Cost-effectiveness
 Word of Mouth- always best and free
 Networking/ Social Media- - low cost
but labour intensive
 Advertising- cost varies low
(clc.net.au) to medium (SEEK, local
paper) to very high (AFR)
 Specialist Recruiters- higher cost but
less labour intensive and guarantee
provided.

10. Evaluating Applications
 Prepare a job description and determine
criteria ie essential (must haves) and desirable
(nice to haves)
ESSENTIAL CRITERIA DESIRABLE CRITERIA
Eligible for practising certificate Worked in a similar organisation
Experience in civil or family law Accredited specialist in area
Able to work in Broken Hill Located locally or understands area

11. Screening Candidates
 Create a system
 Evaluate in one or two sessions with minimum
disruption.
 Don’t delay or best candidates will go
 Easy way to bulk screen is on objective criteria
eg location and salary
 Rank candidates to arrive at manageable
shortlist.

12. Interviewing Candidates
 Contact each shortlisted candidate for a phone
screen- 10-20 minutes to determine if they are
worth interviewing
 Invite for interview- preferably face to face,
otherwise skype or phone
 Number of interviewers?
 Have questions arranged but be open to
conversational style as well
 Focus on motivation, personality and cultural fit as
well as skills and experience
 Relocation -are they the sole decision-maker?

13. Behavioural Competency
 These are behaviours that separate a superior
performed from a mediocre performer
 Research shows high achievers have:
 49% technical (knowledge, skills, abilities)
 51% behavioural (typical behaviours)
 Questions tend to start with “tell me about a
time when…”.
 Focus on attention to detail, problem
solving, client
service, communication, flexibility, initiative, co
nflict management, cultural awareness and
ethics.

14. Assessment
 Score/Rank candidates in preferred order as
soon as possible after each interview
 If there is a panel it is a good idea to arrive at
decisions independently and then compare
and arrive at consensus
 Second/Further Interview?
 Check references and paperwork (academic
transcripts, current practising
certificate, passport)

15. Reference Checking
 Select appropriate referees provided by
candidate
 Get permission to contact esp current
employers
 Conduct 2 or 3 detailed reference checks esp
probe any areas of concern from interviews
 Ask reasons for leaving job, check
employment dates, ask if they would re-hire
them
 Example of red flags,poor reference check

16. Offer and Acceptance
 Once preferred candidate is decided deliver
offer orally and send paperwork same day if
possible
 Articulate title, salary (superannuation), duties
and whether governed by EBA or other
conditions
 Resignation, counter offers and “danger period”
 Keep in touch if there is a gap between offer
and start date

17. Retention- Why lawyers leave?
 Negative relationships with
managers
 No room for career advancement
 Gap between expectations and
reality
 Being overworked or stressed
 Lack of coaching or mentoring
Lawyers Weekly 9/3/11

18. QUESTIONS
?
info@eliasrecruitment.com
Further info or follow up questions – Jason Elias (02)
9362 1859