Opportunity Knocks : Litigation Support Staffing : The Cowen Group : Ediscovery Recruiters, Candidate Search, Practice Support, Position Placement

Good news:  The worst is over!

Hiring, not firing, is on the rise for Litigation Support and eDiscovery professionals!  The landscape for Litigation Support staffing, however, will be very different than years past.  Historically, the upturn in hiring after a meaningful national economic downturn is first seen in temp and contract hiring.

The Cowen Group is experiencing a significant increase in demand for temporary and contract staffing (NOT contract attorneys, but Lit Support staff).  When surveyed, 35% of firms in the AmLaw100 already indicated that their current Litigation/Practice Support staff is working into overtime hours.  As new cases come in, firms will need experienced talent to support increasing demands from internal case teams.

PROBLEM:  No PERM headcount. 

SOLUTION:  Hire “as needed” contract employees.  This trend will continue to grow exponentially in Q3 and Q4 of 2009 and likely into 2010.

So what does this mean for you?  Well, if you are working at an eDiscovery vendor or a tier 2 or 3 law firm… now is the time to reinvent yourself.  The most frequent question I get asked from individuals in the vendor community is, “How do I break into a major law firm?” 

According to Gartner's recent eDiscovery Vendor Market Analysis “by the end of 2008, there will be 25% fewer vendors claiming to have eDiscovery functionality."  25%!!  That means fewer jobs in the vendor community for project managers, analysts, specialists, EDD processors, and sales professionals.  Where will they go?  What will they do?

Exploring contract and temp-to-perm opportunities may be your best bet.  Yes, you may have to give up the benefits/perks of being a full-time employee.  Yes, we are placing vendor exclusive talent in long term temp-to-perm contracts, and yes, they are gaining invaluable experience.

The down-side to contract is obvious, but give some real consideration to the up-side:  You can make more money as a contractor.  You can gain experience with a variety of different cultures, business models, and technologies at various law firms – all the while searching for what will be the right fit for you long term.  You will have the opportunity to meet new people and thought leaders in the space.  You will be visible to a whole new community and network of professionals working within the AmLaw200.  As the old adage goes, it’s not just what you know – but who you know.

Contract staffing is going to increase over the next 12 to 24 months as demand begins to outweigh supply again.  This industry is reinventing itself… so should you! 

What are you doing to stay ahead of the curve and advance your career?

To dialogue with Mr. Coseglia, please email jared@cowengroup.com

Jared Michael Coseglia
Sr. Vice President of Recruiting
THE COWEN GROUP 

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We’re instilled with the belief early on that we can accomplish anything as long as we work hard, work long, and work to deadline. However, in this more service-oriented work environment, understanding and incorporating the thought processes of those above you is just as important to the future of your career your own production.

If you are one of our clients or candidates you have heard this from us on an ongoing basis. Relationships are the fuel powering every day transactions. Developing alliances throughout your firm, not just your direct departmental contacts, will provide you the support you need to learn and master the political climate that you’ll navigate. But the most powerful and influential compatriot to have on your side is your boss. By understanding your boss’s point of view, as well as assimilating it into your style, you are signaling to them that you’re ready for advancement. What will come across is that you have the ability to think and strategize beyond your current position.

This is the process of Managing Up.   

Here are some helpful questions you can ask yourself to assist yourself into isolating what exactly is imperative to your boss:

• What details does your boss pay attention to first and foremost?
• What is expected from the people in positions you want to move into?
• What questions do they ask of their direct reports and why?
• What is their leadership style and how do they make decisions?
• By which methods do they prefer to be informed of status updates (email, phone, in-person, etc.)?
• How does your boss’ management style differ from yours? And what can you utilize in your own dealings?

The last query is the most critical. The real test to pass for the promotion you desire is if you are flexible and perceptive enough to adapt to your boss’ needs. What is important here is to remember that it is your job to develop a relationship with your boss, not the other way around, while demonstrating to them that you have the ability to function at a higher level...

…their level!  

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The number of people employed in Litigation Support has grown 400% in the past year, and the demand for talent continues to accelerate, both in number and in professional quality. So you can’t sit back and complain that no one is training you. You must be an active participant in the development of your department -- and your career.

Where once titles and salaries were handed to people simply because they could understand the evolving technologies, now seismic shifts in the needs of major firms have raised requirements. Premium new hires now must understand technology methodology too. The tectonic movement to fill higher level positions is producing demand for staffers that have a firm grasp of the process-- the "What, How & Why" behind E-discovery and Litigation Support.

This is where you can separate yourself from the throngs of new analysts, specialists, and project managers flooding the Litigation Support space. Understand the process, and you'll be sitting in the driver's seat of your career, with the keys to your success in hand.

Here, for example, is an article on how to limit the scope of discovery. This is the kind of outside information that you can pass on to the attorneys above you, even though initially they may resist you. If you are able to draw connections between that article and the attorneys' cases at hand -- ie, between what you can offer in Litigation Support, and its specific benefit to their cases -- you will prove yourself to be "mission-critical" to the success of those cases, to client billing and, ultimately, to the firm.

So be proactive about the process. Develop and nurture lines of communication among all departments that rely on Litigation Support.

When gray areas arise, ask questions. Keep up on industry developments outside of your office. Develop your own knowledge base and your professional credibility, and take a leadership role. Get in the driver's seat. Because the "What, How & Why" are the Keys to your Success!

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