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Legal Recruitment News - December 5th 2018 Contents * Legal Job Market Report * Hourly Rate Guide for Locums - updated * Interview Questions & Model Answers x 2 * My Employer has made a Counter-Offer - what should I do? * How to be Happy 4 - Be Philanthropic? * When should we reject candidates after interview? * Advertising vacancies in too many places - what is the issue? * New for 2019 - 10% Fees, 2 year Rebate Period * Register Vacancies * Law Firms for Sale and Purchase * Recruitment Services for a low monthly fee * Search Our Vacancies

Legal Job Market Report Summary As ever we undertake a comparison between the last calendar month and the same time period in 2017 to see if there has been any noticeable difference, particularly with the current political uncertainty. In November 2018 we saw an increase of 9% in the number of new solicitors registering compared with November 2018. The number of new vacancies fell by 6% during the same time frame. This is the second month in succession we have seen a fall in the number of vacancies.

Statistics November 2018 – Live Jobs: * London vacancies: 171 (-3%) * South East: 451 (+1.5%) * South West: 91 (+1%) * Midlands: 70 (+1%) * North West: 103 (-1%) * North East: 72 (+3%)

* Wales: 26 (+4%) General Statistics for November 2018 (comparison is to November 2017) Current live vacancies: 990 New permanent vacancies added: 29 (37) New locum vacancies added: 34 (30) New candidates registering: 50 (46) Average ‘Job Strength Factor’ for new vacancies: 3.5 (OK) We have 31 law firms and legal businesses for sale at the moment - an increase of 24%, although we are working hard to expand this side of our business. TP Legal Recruitment publishes the number of new vacancies, new candidates and indicate the increase or decrease from the previous month. We aim to assist the legal profession by showing the market from our perspective. Our clients tend to be high street law firms, in house legal departments and smaller sized commercial practices. The average job strength gives a good indication of the market because: 1. A poor Job Strength on vacancies indicates a struggling market. When trade is bad, employers seek options for increasing turnover which involve sourcing candidates with their own following and no salary, or offering low salaries and/or poor conditions. 2. A strong Job Strength on vacancies indicates a buoyant market, particularly if it is in connection with an increase in numbers of new vacancies. Vacancies are each graded 1-5, with 5 being a very strong vacancy and 1 being a very weak vacancy.

Hourly Rates of Pay for Locum Solicitors and Legal Executives Rates have fallen as they do every year due to the number of locums chasing each assignment as they crop up in dwindling numbers. A recent wills & probate role attracted 6 enquiries whereas 3 months ago we would have been lucky to get one tentative application. The usual dramatic decrease in the number of assignments has occurred across all fields of law.

December 2018 Locum Solicitors Rates Residential Conveyancing Locum Solicitors – 1-5 years PQE, £28-32 per hour (no variation for central London). Conveyancing Locum Solicitors & ILEX – 5-35 years PQE, handling all levels of conveyancing including managing a department – £30-35 per hour, including central London. £30 is probably a good level to consider for most locums for all

roles starting in the next 4 months. Commercial Property Solicitors – 1-40 years PQE – £35-50 per hour. Wills & Probate Solicitors and Legal Executives – 3-35 years PQE – £35-50 per hour, going up to £55 per hour. Family Solicitors – 4-40 years PQE – £30-35 per hour. Civil Litigation Solicitors and ILEX– 1-35 years PQE. £28-35 per hour. These rates cover mainstream litigation. Commercial Litigation Solicitors – 3+ years PQE – £35-50 per hour. Company Commercial & General Commercial Solicitors – 3+ years PQE – £3575 per hour. Employment Solicitors – 3+ years PQE – £25-32 per hour (minimal amounts of work). Personal Injury and Clinical Negligence – 3+ years PQE – £20-£35 per hour. In House Legal Department Rates: 0-3 years PQE – £25-35 per hour (wide range due to variables in legal department work), 3+ years PQE – £30-80 per hour (very wide range due to the nature of in house work). Local authority rates: write some numbers on pieces of paper, but them in a box, give them a shake and pull one out. The result is probably as accurate as any figure I can give here.. NB all rates exclude agency fees. The rates are for self-employed locums billing firms directly on a weekly basis. We have over 11,000 lawyers registered with us. To request CVs for a specific vacancy please register your vacancy using the link at the top of this email or simply reply.

Interview Questions & Answers - new series Each month we will include 2 interview questions and model answers for popular (or unpopular) interview questions, with advice from our Managing Director. Incidentally if you would like an ebook with over 50 of these questions and model answers, please email Jonathan Fagan at and we'll send it over to you. An early Christmas present - no charge!

Can you act on your own initiative? Advice Although this is a closed question with potentially a simple yes or no answer, it does give you the opportunity to get over to the interviewer how you are quite comfortable working on your own and to demonstrate specific examples of times you have perhaps introduced new methods of working or increased sales through your own actions but at the same time making it clear that if this is a fairly junior

role you will always seek authorisation before taking any actions where you feel it is appropriate to do so. Examples of Answers “Yes. A specific example of a time I have done this in my career to date was when I identified a potential client whilst out of the office who later generated orders worth in the region of £2.5 million. Without any delay I instigated a meeting with them and was successful in selling the company to them.” Or: “Yes. There are numerous occasions when in my current role I am required to work on my own initiative and to generate my own caseload. My current employers are very pleased with this side of my work and it has been mentioned in my most recent annual review.” Or: “Yes. I feel the work of a modern professional is not only to undertake fee earning work under supervision where appropriate but also to go one step further for any clients and service any other needs they may have or make cross referrals where necessary. My current employers give me a high degree of autonomy and I am expected to work on my own initiative to create further lines of business.”

Q: Can you give me evidence that you set yourself high personal standards? Advice This is a particular type of question where you need to have a number of examples of work you have undertaken in the past or present that can be tailored according to the question asked. You need to think of specific examples where potentially you have completed a task well. However because this was not up to your usual extremely high standard you have needed to spend more time putting more effort to complete the task to your own satisfaction. It is probably best to concentrate on work examples wherever possible but if you are a junior member of staff without a work history to date you could refer to a time in your sporting interests or your academic background when you have achieved a high goal rather than just a pass. The other way of approaching the question is to consider it from a moral level and talk about an incident where you have had to identify that something was morally incorrect that you have high personal standards in relation to this. This is not the

question being asked and you should try and focus wherever possible on the idea of achieving high standards and concentrating if you can on work examples. Examples of Answers “Yes. I was recently involved in a project to reduce waste at one of our sites and by introducing a whole raft of measures we managed to cut costs by roughly 20%. My manager was extremely pleased with this outcome but I felt that there was considerably more we could have done to reduce waste further and I revisited the project a few months later in my own time and identified a further 15% cut in waste through a further range of measures. I like to complete projects to the best of my ability and if I feel I have not I will go back and do further work if necessary.” Or: “Yes. I won two prizes when graduating from university. I achieved the highest result in clinical negligence and land law and this was a result of hard work and demonstrates my determination to achieve high personal standards.”

My Employer has made a Counter-Offer - what should I do? Recruitment rule 223: Never, ever return to an employer you have just told that you will be leaving. Here’s the scenario; you get despondent at work and decide to look around for a new job. A firm offer you a role after you have attended interviews, you like the look of the new company, they like the look of you and they make you an offer. You accept the offer, sign the contract and go to speak to your current employer to notify them that you will be leaving, and to ask them to agree a departure date. At this point your current employer turns round and immediately offers you more money to stay or, even worse, undertakes a whole load of emotional blackmail to try to persuade you of the merits of remaining with their business. We have heard of bosses bursting into tears, demanding the employee stays, explaining that if the employee leaves the whole company will go under, warning they will suffer a nervous breakdown. The list goes on. This is a golden rule of recruitment: never, ever accept a counter offer from an employer you have just handed in your notice to.

There is a very good reason for this, and it all boils down to psychology and human nature. Firstly, do you think that your current employer is going to be nice to you now that they’ve had to offer you more money and have learnt that you tried to leave? I would humbly suggest that in the vast majority of cases the answer is definitely not. They are going to resent you forever. You have betrayed them. Next, do you think that in some way the reasons for you looking for a move in the first place have changed or the issues at work have diminished to such an extent that you want to reverse your decision to leave the business? I would suggest that in over 95% of cases the answer is definitely not. This is why it is a golden rule of recruitment that once you make the decision to leave a firm and a departure is possible, you should never go back to the previous firm, particularly after you have indicated to the previous firm that you will be leaving. Chances are one of the reasons you were thinking of leaving was because your current employer is either a) a psychopath, b) a crook, c) a nasty piece of work or d) just someone you don’t necessarily get on with. How do you think your decision to try to leave is going to affect him or her and their mental state? There’s a very high chance that if your boss is an unpleasant person or a psychopath you have just exacerbated all the existing behaviour and made it three times as bad, because not only have you demonstrated disloyalty to them but you have also cost them more money because now they are paying you more to do the same job. So if you thought it was a good idea to try to leave and then an even better idea to go back again to appease your boss by remaining with the company then you are utterly mistaken and totally naive. Things may be pleasant for a short period of time, but as your stay at the firm lengthens we predict you will find the atmosphere to be utterly unpleasant for all concerned. So always remember this golden rule of recruitment: never accept a counter offer from an existing employer. It will, in most cases, end in serious amounts of tears. Do I have a vested interest writing this article? No. We lose commissions occasionally to people deciding to stay put, but in just about every case they come back to the job market within 6 months. In almost all these cases they get in touch to enquire whether the original role they applied for is still open…

This is an article taken from

How to be Happy Part 4 - Be Philanthropic? Philanthropy is good for you – or is it? The key to a successful and rewarding career as well as a happy life is to think of others around you and not just yourself. For years I have worked in a profession where at least 75% of the people around me in other competing businesses are in the job for one thing only, and that is to make as much money as possible for themselves at the expense of anyone else. So we see underhand tactics in the way they do their business; lies, deception and basically anything to get more money and more wealth for themselves. But is this the key to a happy life? Most certainly not. How many children of rich and wealthy people do you hear of who end up addicted to drugs, with mental health problems, suicidal tendencies, and a general state of unhappiness? Quite often you can judge how successful you have been in achieving happiness by looking at your children, if you have them. If you have nice, happy and contented children who enjoy life and look to be enjoying life then you can probably be pleased with your efforts at rearing them. If however you have children who spend their lives looking thoroughly miserable, lack any interest in anything other than their mobile phone or their iPad and interact as little as possible with everyone (and you in particular), then things are probably not going too well. Naturally this generalisation excludes all teenagers. People who are striving in their job on a day to day basis to make as much money as they can for themselves at the expense of everyone around them are probably missing the point of their existence. Whilst the money may buy short term gratification it will not make them happy or give them a more rewarding life. Children of the rich are very often miserable because their parents are busy making even more money and subsequently spend extremely little time with them. As a result the children experience an extremely chaotic lifestyle, without much cohesion or structure, and this impacts on their wellbeing and state of mind. There is a theory that the most money you can have in order to be happy is about £40,000 a year at current prices (2018). Anything more than this and you get

progressively unhappier, and anything less than this results in you always wanting more. In reality it doesn’t matter how much money you get, you will always want more, because that is human nature. So the millionaire will want to become a multi-millionaire and the multi-millionaire will want to become a billionaire and so on. So you’ve got lots of money, a big house, a family, perhaps a boat or holiday cottage somewhere on the coast, and a very good income. Is this it? Is this the end game for your existence on earth – make lots of money, spend lots of money, buy things, have stuff and live happily ever after? Sadly this does not bring you happiness. In fact for a lot of people it brings them the opposite. You may think this is a load of nonsense and if you are reading this and do not have a high income, big house and all the other trappings of wealth, you may be somewhat cynical that anyone who has got plenty of money could possibly be anything other than happy. One of the fundamental keys to being happy is to be pleased with things you have done whilst you are on earth. There are all sorts of different religious grounds and reasons for charity, including penitence, investing in future lives and guaranteeing you a place in heaven etc etc. I am sure that people with religious leanings find great solace in giving money to charity and being philanthropic, but the cynical side of me suspects that they are simply making investments for the future to offset the bad things they have done with the good things they are now doing with their money and wealth. Philanthropy comes, and has to come, from the heart. In order to be happy you need to be giving to your community, society, individuals or other people, to make their existence a happier one, and in doing so you make your own wellbeing that much better. I own a company called Ten Limited. A ridiculous name and one I have regretted ever since, because the fundamental principle underlying the company’s existence is that we donate 10% of our annual net profit to charity every year. Do I enjoy doing this? Definitely not! It is one of the worst business decisions I have ever made, and I have regretted using the name Ten Percent ever since we set the business up in 2000. Since that time we have given over £100,000 to a whole range of charitable causes, mostly those that are things or issues I have wanted to support, but some charities I have reluctantly supported because our clients have requested it.

However I do get immense satisfaction from being a philanthropist when I can see the benefits of our donations. Take the British Stammering Association. A small charity based in London with an aim to assist children and adults with speech impediments with support and information. We decided a few years ago to commit to 5 years worth of funding for their helpline for children and parents of children who stammer, and we have been donating a few thousand pounds every year for about 5 years. I get an immense sense of satisfaction out of supporting this charity because it is very close to my heart as someone who stammers. In fact I can say that I almost feel happy when I sign the cheque to transfer the money to the British Stammering Association because I know that the work they do is highly valuable, and I am contributing to it through the distribution of my company’s profits. I could, perhaps set up new businesses not called Ten Percent and not donate any money to charity every year, instead spending it on a bigger car, or nicer holidays. Would I be happier? I don’t know. Being a philanthropist is a difficult task to take on in life, but one that you should think very closely about if you want to increase your levels of happiness. This is an edited article by Jonathan Fagan MD, taken from, a new business advice blog.

When should we reject candidates after interview? Don’t tell candidates they have been rejected until you are absolutely sure that you don’t want them. We recently had an instance where a solicitors firm interviewed three or four different solicitors for a role, which was relatively well paid and required a particular level of expertise. The partners saw four candidates at interview and made a decision after the interviews to recruit one of these. They immediately emailed the unsuccessful candidates to tell them why they were no good for their vacancy. And when they said they were no good for their vacancy, they really did go into some detail! To summarise the feedback it was “you are really dreadful and there’s no way we would ever employ you.”

So the employer was left with just one potential candidate for their role, because they had turned down the other three. The candidate who was left seemed delighted that the firm had offered them the job, but was most apologetic that unfortunately in the meantime they had accepted a role elsewhere and, as a result were no longer available to take up the role the firm had offered them. This meant that the firm had spent well over 4 hours interviewing four candidates, and had shot themselves in the foot by instantly rejecting three of the candidates without actually realising that the fourth candidate was not going to accept the post. So what happened next? Well the law firm asked us to undo the damage they had done by telling the three rejected candidates they were no good, and to offer one of those candidates the job. Cue a puzzled telephone call from the candidate who had been informed that they were no good one minute, only to discover that actually they were okay the next minute, and to express doubt that they were the right person to work at the firm if the partners had no confidence in their abilities. So instead of having a set of candidates already interviewed, some of whom were suitable for the role and back-ups available if the first or second options decided not to go ahead. The firm had three slightly annoyed candidates who had all been rejected, one apologetic candidate who couldn’t take the role because they’d already accepted elsewhere, and the firm having to backtrack on their original feedback to one of the candidates to say that they were unsuitable for the role they had been interviewed for. That first email or correspondence was clearly untrue because as soon as the firm found at that the first candidate was not available they immediately went to another rejected candidate to offer them the job. These are not the actions of a law firm who did not think the second candidate was suitable, and it is entirely understandable that the second candidate was then highly confused as to whether or not they were the person to take the job. In the end the second candidate did accept the job but it took a lot of input from us to persuade them that they were suitable for it and the firm in question had just made a terrible mistake by sending the feedback they had. All so easily avoided – think before your reject candidates because you never know what might happen if you do not get an acceptance from your preferred candidate.

Advertising Vacancies on too many job boards and with too many agencies - what's the issue? We’ve come across a phenomenon in recent times of a number of firms registering vacancies with large numbers of agencies and across a whole host of different job boards. Whilst we see the merits of using more than one recruitment agency to advertise a vacancy, or to post across a number of job boards, we think that any employer doing this runs the risk of the following: 1. Candidates think you are desperate if they see the vacancy too many times. 2. You are going to get multiapplications from the same candidate. 3. The agencies who are getting paid a contingency fee are not going

to work very hard on your vacancy if they can see it appearing across a multitude of job boards and candidates indicating that they are aware of the vacancy already. 4. The candidates, if they apply directly, are going to form an impression of your firm without

you intentionally or otherwise realising that this has happened if they see the same vacancy posted everywhere. Quite a few candidates feedback to us on a regular basis if they see something that looks familiar and indicate to us that they don’t wish to apply because

they think the firm have something wrong with them if they have to register the vacancy and advertise it in so many places. 5. The salary levels that agencies advertise are invariably different and this can cause no end of trouble for you if you have advertised

a vacancy across a whole host of agencies without being specific on the salary levels (which is very common from law firms and a complete headache for every agency concerned). One of the problems is that every time you register a vacancy with a recruitment agency, each agency has its own job posting software which immediately sends the vacancy out to a whole host of different job boards and sources. This means that even if you use say four recruitment agencies, it is possible your vacancy has just been advertised about 25 to 30 times on different job boards and sites, all with varying salary levels, summaries and detailed versions of your role. In most cases with law firms, the agencies, including ourselves, have very little to work on and have to guess quite a bit of the job description. This can mean that candidates get very confused with the vacancy as to who it is with and what the terms are exactly. This can lead to terrible trouble further down the line when the candidates complain to you and discover that actually your version of the job description is completely different to the one that has been advertised.

So what should be best practice for advertising job vacancies? 1. Consider using a service like Ten Percent Unlimited which is essentially recruitment at a set monthly price on an unlimited basis and will post your vacancy across a whole host of job boards and sources on the internet and this would be done simply once with any details that you have requested. 2. If you decide not to go with Ten Percent Unlimited and use a contingency agency (eg Ten Percent Legal, G2 Legal, the Sellick Partnership etc..) simply make sure that you do not post a vacancy with too many different agencies. We think that two agencies maximum to start with is probably the best number and anything more than this is only going to lead to problems with the vacancy being posted with varying details. 3. Be as specific as possible with your job advertising. Be aware that it is absolutely essential these days to include a salary range on your vacancy and that this makes a fundamental difference to your chances of success. Candidates do not apply to vacancies unless they can see a salary range that they believe is accurate. If you go with the "market rate" or the "negotiable" it just causes a never-ending circle of distrust. Be as specific as possible on your job specification and avoid any business waffle, making sure you stick to the facts about the vacancy and don’t talk about dynamic motivators and enthusiastic candidates as solicitors tend to be a cynical bunch and not interested in business baloney. 4. Give your job advert as much character as possible so that candidates can identify with your law firm and your ethos without you needing to spell it out in long descriptive words. For example, if you encourage staff to take their holiday every year, give this detail. If you shut the office to watch World Cup matches or close at Christmas and give the staff the extra time, make sure your job description has this in. Flexible hours and part-time hours are all the rage and of particular interest to everyone applying although this is the subject of a future article....

10% Fees, 2 year Rebate Periods From the 1st January 2019, Ten Percent Legal Recruitment is going to offer 10% fees, 2 year rebate periods and 24 monthly instalments for all permanent placements. Very simple: 1. You pay us 10%

of the monies paid to the candidate in the first and second years. 2. 24 monthly instalments. 3. If a candidate leaves at any time during the 2 years you stop paying us. We have been offering 12 monthly instalments on our fees for some years now, and if clients keep up their payments (another matter) it is an extremely cost effective way of doing recruitment with a much lower risk. We hear feedback from law firms so often that a candidate has joined them, an agency fee has been paid, but after 4 months or 13 months the candidate has moved on leaving the law firm to find yet another member of staff and pay yet another agency fee. By using our 10% option you are improving your cash flow, reducing recruitment costs up front and benefiting from the most generous rebate period offered anywhere in the recruitment industry worldwide.

Low Cost Recruitment for Solicitors - Ten Percent

Unlimited Ten-Percent Unlimited is a service offering unlimited recruitment for a set monthly fee. It was set up by us back in 2011 with the aim of making the use of a recruitment agency cost-effective in a time of great financial difficulties for all in the profession. It is still going strong - we have had over 110 clients signed up to date - most of whom have been sole practitioners or smaller sized law firms. The Unlimited Recruitment service offers law firms the chance to recruit as many permanent or locum candidates as needed over a period of 3-5 years in return for a monthly payment. There are no restrictions on numbers (although vacancies have to exist and we do operate a fair usage policy - so far never used) and no other costs. No other similar services exist in the recruitment industry. For example you may recruit a few locums for cover each year, a replacement conveyancing solicitor, a couple of legal secretaries, possibly a paralegal or two and have a look to expand the firm into a new area of law with an additional fee earner. All of this would cost considerable amounts in advertising and/or recruitment agency fees. However with Ten Percent Unlimited you simply pay a monthly fee. One of our recruitment consultants works full time on our Ten Percent Unlimited member firms' recruitment needs and is always happy to talk about the service. If you would like a chat with Clare Fagan, please give her a ring on 0207 127 4343 or email

How to be a Locum - pdf guide We have produced a guide on how to be a locum. This includes sections on getting work, realistic expectations, hourly rates, popular fields of law, payment, insurance, umbrella companies and much more. Available for download or to read online from

About Ten-Percent Legal Recruitment We are a specialist legal recruiter, covering both permanent and locum roles across the whole of the UK. Over 11,000 lawyers are registered with us and we have access to a range of external and internal job boards and websites where we do not have candidates available ourselves. We also assist with recruitment advice and assistance, regularly advising partners and practice managers on suitable salary and package levels. Our company is unique for a number of reasons, including the fact that we are not shy to publish our fee structure and also donate a chunk of our profits to charity

each year. We offer unlimited permanent and locum recruitment for a fixed monthly fee or one-off fees depending on the job. We also buy and sell law firms. We donate 10% of our profits annually to charity, hence our name. We have three recruitment consultants, Jonathan Fagan, Clare Fagan and Pete Gresty, together with our finance director Pearl McNamara. As a team we have over 40 years of experience in the legal profession. Ten-Percent Legal Recruitment also owns Interim Lawyers, a specialist locum service. We operate an outsourced UK based typing service as well – and are preferred suppliers to a number of institutional clients and law firms across the UK and overseas. The Ten-Percent Group of Legal Recruitment websites gives 10% of annual profits to charity. We have carried on with this tradition since we formed the company 18 years ago. So far over £100k has been donated to charities in the UK and Africa including LawCare, Unlock and Reprieve. We hope you have enjoyed reading our newsletter and look forward to hearing from you if we can assist further. Warm regards Jonathan Fagan Director E: T: 0207 127 4343 Limited 20-22 Wenlock Road London N1 7GU Head Office: Derwen Bach Glyndwr Road Mold CH7 5LW Jonathan Fagan is a solicitor, qualified recruitment consultant and Managing Director of Limited. His LinkedIn profile can be viewed here

Legal Recruitment News is produced by TP Legal Recruitment - you can view all versions of the e-newsletter at Ten Percent Group - Interim Lawyers - Ten-Percent Legal Recruitment - Legal Recruitment Newsletter -

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Legal Recruitment News - December 2018  

Legal Recruitment News and Legal Job Market Update in the UK from Ten-Percent Legal.

Legal Recruitment News - December 2018  

Legal Recruitment News and Legal Job Market Update in the UK from Ten-Percent Legal.