Alternative Career Paths for Those With a J.D.
Katherine Frink-Hamlett
New York Law Journal
June 29, 2010
Faced with a tepid legal marketplace, law students and recent graduates (whether deferred, downsized or simply dismayed) need to rethink their career strategies to adapt to this brave new world. With significantly fewer entry-level associate positions available, now is the time to consider alternative opportunities that may not have initially appeared on your radar screen.
Many attorneys, myself included, entered law school with little to no information about the realities of practicing law or even the range of positions that are available to smart folks who hold the almighty juris doctor degree.
We simply figured that the LSAT was far more palatable than the GMAT (no math); we'd take three years to get a law degree since we basically liked school anyway (better than working, right?); and, then with a wave of the magic wand we'd start our prestigious law careers at a big, fat law firm making big, fat law dollars (mission accomplished).
Sure, a few of us had a bit more savvy and were eyeing judicial clerkships from day one. And, of course, there were the well-meaning, altruistic students who planned to change the world through public interest endeavors. But, for the most part, law students have an extremely myopic view of just how far and fast the J.D. can run.
In reality, there are several careers available to lawyers, including recent law school grads, that go beyond the so-called traditional practice of law. Here, three specific areas will be considered: procurement, compliance and legal administrative opportunities.
In addition to describing the substantive functions, suggestions will be provided on how to secure these roles as recent law graduates and whether, as a practical matter, these positions permit a transfer to traditional law practice should there be a desire to switch lanes.
While these careers are frequently referred to as "alternatives," the truth is that they simply represent the range of professional opportunities available to attorneys.
Some, like procurement and compliance, have been around for years. Others, like legal administrative roles, have recently emerged as relatively new careers primarily generated by the 21st century law firm model.
PROCUREMENT
Law students and recent grads may wonder what exactly procurement is. "Procurement is really just a term for how corporations go about the business of purchasing goods and services," explains I. Javette Hines, an attorney who is the senior vice president of supplier diversity and sustainability at Citi. Hines' primary responsibilities are to provide coaching and training to suppliers to make sure that they understand the company's business needs and overall objectives.
In doing so, her role requires that women and diverse businesses have access to corporate opportunities so that the company's suppliers mirror its diverse communities and marketplace footprint. In addition, she acts as a coach and trainer to the company's internal stakeholders to optimize their sourcing strategies.
Like so many attorneys in non-traditional practice areas, Hines stumbled into her procurement career.
After graduating from law school, she completed a short-term temporary assignment with the goal of moving to New York to write a screenplay. However, her plan changed when she landed an entry-level opportunity as a software procurement specialist with a major international corporation.
As a recent law school grad, she entered into the procurement world by drafting and negotiating software contracts. Through a series of promotions, various special projects and external career moves, Hines ultimately obtained her current position.
She emphasizes that understanding "processes and procedures" is critical to success in a procurement function, particularly as those procedures pertain to various components and categories of the company's business needs. Additionally, stellar communication skills are paramount to effectively articulate these concerns to suppliers and business leadership.
Hines encourages law students and recent grads who are interested in further information about procurement to visit the Web sites of the Institute for Supply Management and The Global Sourcing Council to obtain details about this growing and dynamic area.
And, if you're wondering whether a career in procurement prevents a return to the so-called traditional practice of law, rest assured: you can go back.
Why? Because procurement frequently includes drafting, negotiating and reviewing a wide variety of contracts so it is not a U-turn but more like a fork in the road.
In fact, procurement professionals are frequently tapped by legal departments to manage the negotiations for outsourcing transactions or serve as business and/ or government relations managers. By the way, Hines is still waiting to write that screenplay.
COMPLIANCE
Like Hines, Carol Baldwin Moody, senior vice president and chief compliance officer of a major insurance company, found her claim to fame in a so-called nontraditional practice area: financial compliance.
Recognized by Black Enterprise as one of the most powerful African- American women in America, Moody oversees a team of 175+ employees and is charged with the heady task of making sure that the company's vast insurance operations are in compliance with a multitude of ever-changing state and federal regulations applicable to their financial products.
She warns that it may sound easy, but in reality there may be 60 rules that apply to one product, covering activities ranging from regulatory approval to required disclosures. This entails meeting with business people and making sure that they are doing their jobs right.
As Moody emphasizes, "we are a business of trust" and the rules are "supposed to help our customers." As a result, process mapping and design competencies are key skills that any lawyer must have to create and implement compliance programs that make sense for their business.
"Most lawyers do not make good compliance [officers] because we are very conceptual and compliance people have to be process oriented," explains Moody.
She further emphasizes that a good compliance professional is a solution finder because at the end of the day, businesses do not sell compliance, they sell financial products.
Moody recommends that law students and recent graduates who are interested in seeking compliance opportunities take the time to learn what regulators are talking about, especially the "hot topics." And, she suggests visiting the website of the Securities and Exchange Commission to assess the risks of greatest concern to the commissioners.
Once you get your foot in the door, she encourages compliance professionals to seek out process mapping courses to improve their data analysis and processing skills.
Also, if you become associated with a broker-dealer, it is extremely advantageous to obtain extra designations like Series 7 and Series 24 licenses.
Joining a legal department from a compliance role is a no-brainer. From a recruiting perspective, a candidate's compliance experience is highly coveted and frequently a stated requirement or a strong preference.
For example, when asked whether she, as a compliance professional, could transition back to traditional legal practice, Moody responded, "I could easily become general counsel of a company."
LAW FIRM ADMINISTRATION
While law firms may have limited associate opportunities, there may be opportunities in administrative areas such as professional development and diversity.
Maja Hazell is the director of diversity and inclusion at Fried, Frank, Harris, Shriver & Jacobson and her role is broadly focused on diversity as she helps firm management chart a course of business as it relates to the firm's culture.
Hazell explains that "diversity issues show up everywhere:" human resources, recruiting, marketing, etc.
It's her primary responsibility to work in a collaborative fashion to synthesize these various firm functions around diversity and inclusion. In some cases this may entail working with the firm's diversity committee or interfacing with professional development.
Before considering a move to the administrative side, Hazell suggests developing skills to obtain an understanding of what it means to run a successful firm.
If you have practice experience, consider working with administrative, partner and recruiting committees to become involved in firm strategies and problem solving.
As a law student or recent graduate, entry-level positions like recruiting assistant or coordinator are realistic stepping stones that will allow you to transition into a manager's or director's role.
Hazell warns, however, that you may face an uphill battle in convincing a potential employer that you are genuinely committed to an administrative career.
Also, unless you have prior practice experience, returning to traditional law practice may prove difficult so you'll probably want to keep your bar licenses up to date as well as taking on pro bono opportunities.
And, as with all career moves, Hazell emphasizes that it is "all about who you know."
In addition to procurement, compliance and legal administrative opportunities, there are a host of careers that recent graduates can consider, ranging from contract administration to legal publishing.
Even in this challenging market, a law degree can provide meaningful career opportunities for law students and recent grads.
Stay flexible in your approach, be willing to look beyond the obvious, and just hang in there. There's a place for you; it's just a matter of time.
Katherine Frink-Hamlett, a graduate of New York University School of Law, is president of Frink-Hamlett Legal Solutions Inc. and can be reached at katherine@frinkhamlett.com.
Tuesday, June 29, 2010
Friday, June 18, 2010
Expert Opinion: Getting (and Giving) the Most in Your Summer Internship"
From the PSLawNet.org Blog:
This week’s Expert Opinion, on how to maximize your summer internship experience comes to us courtesy of Deb Ellis, Assistant Dean for Public Service at NYU School of Law, where she directs the Public Interest Law Center (PILC) and the Root-Tilden-Kern Scholarship Program and oversees the Judicial Clerkship Office. Prior to heading PILC, Deb had a varied public interest career, including serving as Legal Director of the NOW Legal Defense and Education Fund, where in 1992 she argued Bray v. Alexandria Women’s Health Clinic before the U.S. Supreme Court. She also served as Legal Director of the ACLU of New Jersey, and as a Staff Attorney at the ACLU Women’s Rights Project, and at the Southern Poverty Law Center. Deb graduated from Yale College and from NYU Law where she was a Root-Tilden-Kern Scholar. She clerked for the late Judge Frank M. Johnson, Jr., of the Eleventh Circuit Court of Appeals, in Montgomery, Alabama.
Exams are over and you’ve begun your public interest internship! How can you be the kind of intern that employers will rave about and hopefully want to hire as an attorney someday?
From my perspective as both a public interest practitioner and now a law school counselor, I have developed eight tips based on what I look for when I hire: individuals who take initiative — who can figure out what needs to be done on their cases and projects. In short, I look for people who are proactive.
Sometimes students find that it takes a change of perspective to be proactive after a year spent in classrooms, where their role is more passive. But in the work world it is essential to take responsibility for your own learning. If you make that effort – to think through your priorities, contribute as much as you can to your employer, and be a team player – you will learn the most, and have the most fun, too.
Tip 1. Know your goals and be proactive in seeking out opportunities to accomplish them.
Early in the summer, identify what your goals are. Possible goals include:
• Creating a writing sample
• Strengthening legal research skills
• Observing court proceedings
• Developing client interview skills
• Representing a client at an administrative hearing
What should you do once you identify your goals? Because your first responsibility is to meet your employer’s needs, you have to be strategic – if you simply announce your goals, you will be viewed as self-absorbed and entitled. Many employers will make it easy by asking about your goals. But if they do not, you can still seek out opportunities to develop your skills. It may sound like a truism, but if we know our goals, we are more likely to look for ways to accomplish them. For example, if you want to create a writing sample and the employer gives you an option to write either an outline or a memo, you would choose to write the complete memo.
Identifying your priorities will give you the courage to volunteer for assignments that may seem intimidating. I recall, regretfully, how early in my career I passed up an opportunity to do a substantial argument in federal court because I thought I was too junior. Now I’ve learned that the only way to gain experience is to seize it!
Tip 2: Discuss your internship with your supervisor before or soon after your arrival.
It is best if your supervisor initiates such a meeting, but if she does not, you should be proactive and ask if you can meet briefly to discuss the office’s expectations of interns. Among the issues to discuss are:
• The office’s needs and expectations
• How to request guidance on an assignment
• Whom to go to if you need more work
• Your eagerness to do a particular kind of work (such as create a writing sample), subject to the office’s needs
• Reading that could help you contextualize your work
Tip 3: Be realistic about your expectations for feedback.
Realize that your supervising attorneys are busy people. Their job is to serve their clients, not to mentor you, although they would like to do both. It is realistic to ask for written feedback on one piece of major writing; it is unrealistic to expect feedback on every assignment you hand in. Realize that in the work world, handing in a project and receiving no feedback is par for the course. In some cases you can figure out if your supervisor found your work valuable by observing how she used it—was your research incorporated into the brief she filed with the court?
Tip 4: Honor your duty of confidentiality to clients.
Assume that all case matters and client information are confidential unless your supervisors inform you otherwise. If a matter is confidential, you may not discuss it with those outside your office, except in terms that are sufficiently vague as to protect the identity of both the client and the adversary. Be careful! Do not discuss cases or clients in elevators, on the subway, or in other public places.
Tip 5: Be professional in all conduct and prepared at all times.
• Wear appropriate dress (no tank-tops, shorts, or very short skirts). If you want to be able to observe court appearances, dress in suitable clothing on every day a court appearance is possible. For some offices, this means every day.
• Get to know the support staff by name. Always say “please” when asking for assistance and “thank you” when they have completed a task for you.
• Always carry pen and paper (and use them). As a supervising attorney, nothing irked me more than when a student came to a meeting unprepared to take notes.
• Always be on time, in the morning, and for meetings. You may observe that attorneys come in late – don’t assume that you can, too.
Tip 6: Meet with your supervisor mid-summer to evaluate your progress.
In the hundreds of intern evaluations that I read each year, I’ve noticed that students find a mid-summer evaluation much more productive than an end-of-summer one, because it gives them a chance to immediately implement the feedback they receive. Thus, I advise you to meet with your supervisor (or if you don’t have one, the attorney whom you have done the most work for) mid-way through the summer to ask how you are doing. Ideally, your supervisor will initiate this meeting. However, if she doesn’t, you can subtly “manage up,” and ask her if she would have time for a brief meeting because you would like to ensure that you are doing all you can to be an effective intern.
Tip 7: Be indispensable and take advantage of all learning opportunities.
• Attend lectures, discussions, brown bag lunches, outings or field trips. Some organizations take note of which interns attend all of the events that the office provides. The more involved you are, the more likely it is that the employer will want you back!
• Be a team player. Do your own copying and faxing, and offer to help the attorneys with these tasks as well.
• Find ways for your supervisor to depend on you. Make sure every citation is perfect. As a junior member of the team, you may know more about technology than your supervisor—this is a good way to be indispensable.
• Downtime is an opportunity—and Facebook is NOT your friend! Use downtime to observe court, look for new projects, or do background reading. No one ever became indispensable by playing Farmville.
• “How can I help?” is one of my favorite queries—whether from my son before dinner or from a colleague on a busy day.
Tip 8: Make your supervisor your mentor.
Most attorneys want to be a good mentor, but often don’t have the time for leisurely lunches or long chats. Make it easy for them to mentor you by using any time you have together to ask questions and seek their advice. For example, if they’re walking out of the office to get coffee, ask if you can join them. During a break in a meeting, don’t text – talk to your colleagues.
Conclusion: Having hired dozens of interns and attorneys in my career, I know that internships are crucial: hiring a former intern as an attorney meant that there would be no surprises—we knew in advance how sensational she or he would be! Being proactive as an intern will guarantee that you will gain the skills, knowledge, and recommendations that will help launch you in your public service career. Good Luck!
This week’s Expert Opinion, on how to maximize your summer internship experience comes to us courtesy of Deb Ellis, Assistant Dean for Public Service at NYU School of Law, where she directs the Public Interest Law Center (PILC) and the Root-Tilden-Kern Scholarship Program and oversees the Judicial Clerkship Office. Prior to heading PILC, Deb had a varied public interest career, including serving as Legal Director of the NOW Legal Defense and Education Fund, where in 1992 she argued Bray v. Alexandria Women’s Health Clinic before the U.S. Supreme Court. She also served as Legal Director of the ACLU of New Jersey, and as a Staff Attorney at the ACLU Women’s Rights Project, and at the Southern Poverty Law Center. Deb graduated from Yale College and from NYU Law where she was a Root-Tilden-Kern Scholar. She clerked for the late Judge Frank M. Johnson, Jr., of the Eleventh Circuit Court of Appeals, in Montgomery, Alabama.
Exams are over and you’ve begun your public interest internship! How can you be the kind of intern that employers will rave about and hopefully want to hire as an attorney someday?
From my perspective as both a public interest practitioner and now a law school counselor, I have developed eight tips based on what I look for when I hire: individuals who take initiative — who can figure out what needs to be done on their cases and projects. In short, I look for people who are proactive.
Sometimes students find that it takes a change of perspective to be proactive after a year spent in classrooms, where their role is more passive. But in the work world it is essential to take responsibility for your own learning. If you make that effort – to think through your priorities, contribute as much as you can to your employer, and be a team player – you will learn the most, and have the most fun, too.
Tip 1. Know your goals and be proactive in seeking out opportunities to accomplish them.
Early in the summer, identify what your goals are. Possible goals include:
• Creating a writing sample
• Strengthening legal research skills
• Observing court proceedings
• Developing client interview skills
• Representing a client at an administrative hearing
What should you do once you identify your goals? Because your first responsibility is to meet your employer’s needs, you have to be strategic – if you simply announce your goals, you will be viewed as self-absorbed and entitled. Many employers will make it easy by asking about your goals. But if they do not, you can still seek out opportunities to develop your skills. It may sound like a truism, but if we know our goals, we are more likely to look for ways to accomplish them. For example, if you want to create a writing sample and the employer gives you an option to write either an outline or a memo, you would choose to write the complete memo.
Identifying your priorities will give you the courage to volunteer for assignments that may seem intimidating. I recall, regretfully, how early in my career I passed up an opportunity to do a substantial argument in federal court because I thought I was too junior. Now I’ve learned that the only way to gain experience is to seize it!
Tip 2: Discuss your internship with your supervisor before or soon after your arrival.
It is best if your supervisor initiates such a meeting, but if she does not, you should be proactive and ask if you can meet briefly to discuss the office’s expectations of interns. Among the issues to discuss are:
• The office’s needs and expectations
• How to request guidance on an assignment
• Whom to go to if you need more work
• Your eagerness to do a particular kind of work (such as create a writing sample), subject to the office’s needs
• Reading that could help you contextualize your work
Tip 3: Be realistic about your expectations for feedback.
Realize that your supervising attorneys are busy people. Their job is to serve their clients, not to mentor you, although they would like to do both. It is realistic to ask for written feedback on one piece of major writing; it is unrealistic to expect feedback on every assignment you hand in. Realize that in the work world, handing in a project and receiving no feedback is par for the course. In some cases you can figure out if your supervisor found your work valuable by observing how she used it—was your research incorporated into the brief she filed with the court?
Tip 4: Honor your duty of confidentiality to clients.
Assume that all case matters and client information are confidential unless your supervisors inform you otherwise. If a matter is confidential, you may not discuss it with those outside your office, except in terms that are sufficiently vague as to protect the identity of both the client and the adversary. Be careful! Do not discuss cases or clients in elevators, on the subway, or in other public places.
Tip 5: Be professional in all conduct and prepared at all times.
• Wear appropriate dress (no tank-tops, shorts, or very short skirts). If you want to be able to observe court appearances, dress in suitable clothing on every day a court appearance is possible. For some offices, this means every day.
• Get to know the support staff by name. Always say “please” when asking for assistance and “thank you” when they have completed a task for you.
• Always carry pen and paper (and use them). As a supervising attorney, nothing irked me more than when a student came to a meeting unprepared to take notes.
• Always be on time, in the morning, and for meetings. You may observe that attorneys come in late – don’t assume that you can, too.
Tip 6: Meet with your supervisor mid-summer to evaluate your progress.
In the hundreds of intern evaluations that I read each year, I’ve noticed that students find a mid-summer evaluation much more productive than an end-of-summer one, because it gives them a chance to immediately implement the feedback they receive. Thus, I advise you to meet with your supervisor (or if you don’t have one, the attorney whom you have done the most work for) mid-way through the summer to ask how you are doing. Ideally, your supervisor will initiate this meeting. However, if she doesn’t, you can subtly “manage up,” and ask her if she would have time for a brief meeting because you would like to ensure that you are doing all you can to be an effective intern.
Tip 7: Be indispensable and take advantage of all learning opportunities.
• Attend lectures, discussions, brown bag lunches, outings or field trips. Some organizations take note of which interns attend all of the events that the office provides. The more involved you are, the more likely it is that the employer will want you back!
• Be a team player. Do your own copying and faxing, and offer to help the attorneys with these tasks as well.
• Find ways for your supervisor to depend on you. Make sure every citation is perfect. As a junior member of the team, you may know more about technology than your supervisor—this is a good way to be indispensable.
• Downtime is an opportunity—and Facebook is NOT your friend! Use downtime to observe court, look for new projects, or do background reading. No one ever became indispensable by playing Farmville.
• “How can I help?” is one of my favorite queries—whether from my son before dinner or from a colleague on a busy day.
Tip 8: Make your supervisor your mentor.
Most attorneys want to be a good mentor, but often don’t have the time for leisurely lunches or long chats. Make it easy for them to mentor you by using any time you have together to ask questions and seek their advice. For example, if they’re walking out of the office to get coffee, ask if you can join them. During a break in a meeting, don’t text – talk to your colleagues.
Conclusion: Having hired dozens of interns and attorneys in my career, I know that internships are crucial: hiring a former intern as an attorney meant that there would be no surprises—we knew in advance how sensational she or he would be! Being proactive as an intern will guarantee that you will gain the skills, knowledge, and recommendations that will help launch you in your public service career. Good Luck!
Wednesday, June 16, 2010
Resources for Postgraduate, Public-interest Fellowship Applications
From the June 14, 2010 PSLawNet Blog
This is about the time of year that rising 3Ls start thinking seriously about crafting proposals for postgraduate, public-interest fellowships. Project-based fellowships, like the ones offered by Equal Justice Works and the Skadden Fellowship Foundation, involve a law student submitting a proposal to the funding agency at the beginning of the Fall, 3L semester. In the case of Equal Justice Works, year 2011 fellowship proposal applications will be available on July 5 and are due in on September 15, 2010. As for Skadden, the applications are now available here and are due in on October 4, 2010.
Project-based fellowships are coveted, and competition for them is fierce. Hundreds of public-interest minded law students vie for relatively few positions. For instance, at Equal Justice Works, 43 Class-of-2010 graduates were awarded fellowships. Skadden awarded 27 fellowships to Class-of-2010 grads, down from 36 in 2008.
This is all the more reason to craft the strongest proposal possible. Take advantage of PSLawNet’s tip-sheet, Project-based Fellowship Applications: Take Cues from Those Who Know. Among other advice offered in this handout:
•Create Your Own Fellowship Team: identify people who can help you with the application process, including career services/public interest advisors and faculty or alumni who received fellowships and/or served on fellowship selection committees.
•Build a Relationship with Your Would-be Host Organization: A relationship with your would-be host is a vital part of the successful fellowship application (and the successful fellowship). It’s best to apply with an organization that you have previously worked for. But if that is not possible, it is wise to still propose a project that relates to work you have done, so that you can demonstrate that you have the knowledge, skills, and passion to do the job.
•Focus on the Clients: It’s about the clients, not about you and your career goals. Make sure to emphasize how your project makes an impact and who the beneficiaries of your project are. Can you get client input for the proposal?
•Do Not Take Yourself out of the Proposal Driver’s Seat: A senior program manager at a funding organization notes, “Sometimes when I read an application…it reads like the host organization supervisor thought up a project and then found a fellow to fit the bill rather than a personal passion coming through in the project description.” Funders wish to support a specific project driven by a fellow, not a new staff attorney position for the host organization.
•Do Not Be Vague or Unrealistic: Avoid making the project proposal excessively grand, including too many ideas (i.e. the kitchen sink). While the goal is typically for the project to sustain itself after the fellowship term ends, the fellow should still specifically map out realistic objectives to be achieved during their term. (Note: The opposite can happen too when the application is too narrow and not capable of sustaining itself so that the reader cannot see it lasting two years and beyond.)
For additional tips and more general information, see PSLawNet’s Postgraduate Fellowships Information & Resources Page.
Please remember, too, that project-based fellowships are not the only game in town. Organization-based fellowships, which don’t involve a third-party funder in the application process, are much more plentiful and can provide equal opportunities in terms of gaining experience and developing professionally. Again, use PSLawNet’s Postgraduate Fellowships Information & Resources Page and search the hundreds of fellowship (project- and organization-based) listings in PSLawNet’s opportunities database. We are doing our annual update of fellowships listings now, so if you see one that’s out of date, just check back in a few weeks or get in touch with the employer/host organization directly.
Good luck!
This is about the time of year that rising 3Ls start thinking seriously about crafting proposals for postgraduate, public-interest fellowships. Project-based fellowships, like the ones offered by Equal Justice Works and the Skadden Fellowship Foundation, involve a law student submitting a proposal to the funding agency at the beginning of the Fall, 3L semester. In the case of Equal Justice Works, year 2011 fellowship proposal applications will be available on July 5 and are due in on September 15, 2010. As for Skadden, the applications are now available here and are due in on October 4, 2010.
Project-based fellowships are coveted, and competition for them is fierce. Hundreds of public-interest minded law students vie for relatively few positions. For instance, at Equal Justice Works, 43 Class-of-2010 graduates were awarded fellowships. Skadden awarded 27 fellowships to Class-of-2010 grads, down from 36 in 2008.
This is all the more reason to craft the strongest proposal possible. Take advantage of PSLawNet’s tip-sheet, Project-based Fellowship Applications: Take Cues from Those Who Know. Among other advice offered in this handout:
•Create Your Own Fellowship Team: identify people who can help you with the application process, including career services/public interest advisors and faculty or alumni who received fellowships and/or served on fellowship selection committees.
•Build a Relationship with Your Would-be Host Organization: A relationship with your would-be host is a vital part of the successful fellowship application (and the successful fellowship). It’s best to apply with an organization that you have previously worked for. But if that is not possible, it is wise to still propose a project that relates to work you have done, so that you can demonstrate that you have the knowledge, skills, and passion to do the job.
•Focus on the Clients: It’s about the clients, not about you and your career goals. Make sure to emphasize how your project makes an impact and who the beneficiaries of your project are. Can you get client input for the proposal?
•Do Not Take Yourself out of the Proposal Driver’s Seat: A senior program manager at a funding organization notes, “Sometimes when I read an application…it reads like the host organization supervisor thought up a project and then found a fellow to fit the bill rather than a personal passion coming through in the project description.” Funders wish to support a specific project driven by a fellow, not a new staff attorney position for the host organization.
•Do Not Be Vague or Unrealistic: Avoid making the project proposal excessively grand, including too many ideas (i.e. the kitchen sink). While the goal is typically for the project to sustain itself after the fellowship term ends, the fellow should still specifically map out realistic objectives to be achieved during their term. (Note: The opposite can happen too when the application is too narrow and not capable of sustaining itself so that the reader cannot see it lasting two years and beyond.)
For additional tips and more general information, see PSLawNet’s Postgraduate Fellowships Information & Resources Page.
Please remember, too, that project-based fellowships are not the only game in town. Organization-based fellowships, which don’t involve a third-party funder in the application process, are much more plentiful and can provide equal opportunities in terms of gaining experience and developing professionally. Again, use PSLawNet’s Postgraduate Fellowships Information & Resources Page and search the hundreds of fellowship (project- and organization-based) listings in PSLawNet’s opportunities database. We are doing our annual update of fellowships listings now, so if you see one that’s out of date, just check back in a few weeks or get in touch with the employer/host organization directly.
Good luck!
Tuesday, June 8, 2010
Building a Professional Network
From Mary's News Box
by Mary Crane
http://www.marycrane.com/readMaryNewsletter.jsp?newsletter_id=20
A graduate of George Washington Law School, Mary Crane lobbied in Washington D.C. for nearly ten years before pursuing her life-long interest in food and wine. Crane enrolled in the Culinary Institute of America and, upon graduation, worked at the White House as an assistant chef. During this time, Crane discovered the interplay of food, wine, and business. Her desire to share this unique knowledge yielded Mary Crane & Associates.
Today, Mary travels North America delivering high impact, high energy programs to Fortune 500 companies and more than 50% of the AmLaw100. She helps new employees quickly assimilate in today’s fast-paced work environment. She also helps managers understand how to best recruit, motivate, and retain today’s newest workers.
Mary has been featured on 60 Minutes, Fox Business News and ABC Radio. She has been quoted extensively in a variety of print and electronic media, including The New York Times, The Wall Street Journal, Forbes.com, and Fortune.com.
BUILDING A PROFESSIONAL NETWORK
The people who not only survived—but thrived—during the Great Recession of 2009 were the people who had previously invested time and effort building strong personal and professional networks. In some cases, these people had access to more information about developments in their industry, something that allowed them to prepare for the downturn. In other cases, as unemployment rose, these intrepid networkers received early information about work opportunities as they developed. And in virtually all cases, these people had a bevy of contacts upon whom they could lean for pure emotional support.
The most effective networks are the ones that are consciously constructed and carefully nurtured. To the extent that you are helping someone think through their own networking needs, consider the following general guidelines:
Networking Guidelines
1. Start by understanding who and what you currently know.
Unless you’re a recluse, odds are you interact with lots of people on a day-to-day basis. To begin building your network, create a list of the people you know personally and a separate list of the people you know professionally. Then, go through both lists and quantify how frequently you connect with these people. Make a note as to whether most of your connections are face-to-face or electronic.
Make yet another list of the organizations to which you belong. With each organization, note how frequently you attend its meetings and events. It might also be worth noting whether you always attend the same one or two organizational events, though the organization hosts others that have piqued your interest. For example, you have consistently attended the local bar association’s tax section education programs but never signed up for the association’s young lawyers monthly get-together.
Ask yourself how frequently you add new contacts to your network. Also, examine the extent to which you regularly offer to help your contacts by providing them with information or put them in touch with others.
2. Identify your goals.
People build personal and professional networks for a variety of reasons. Make sure you understand your own goals.
If you are a new graduate looking to land your first job, your networking goals might include: Acquiring loads of information about any possible job openings; gaining some visibility among adults who are not your college peers; and acquiring the opportunity to make personal connections with people who can provide advice and support.
If you are an established professional who now seeks to use your network for business development purposes, networking goals might include: Deepening your relationships with current clients; identifying prospective clients; and becoming viewed by colleagues as a trusted professional to whom they would feel comfortable referring business.
3. Look at a variety of different types of groups.
Ideally, personal and professional networks help provide access to extremely diverse skill sets. So don’t hesitate to choose groups and activities that are unrelated to your chosen career path or profession. And, in order to ensure that you regularly attend group meetings and events, choose groups and activities that you truly enjoy.
Some research suggests that among the most effective networking opportunities are those that incorporate some type of “shared activity.” These are unscripted activities organized around a common point of interest, for example, roll-up-your-sleeve events like preparing food in a soup kitchen or sorting collected clothing to be sent to a disaster relief area. According to the research, networkers at “shared activity” events are more likely to engage in genuine conversations and thereby get to know each other more thoroughly. (See B. Uzzi and S. Dunlap, “How To Build Your Network,” Harvard Business Review, December 2005).
Feel free to join groups where you’ll primarily meet people over a coffee and Danish or cocktails, but make sure you also join groups that host “shared activity” events.
4. Recognize that building a network takes time.
The most effective networks are comprised of people who know and trust each other, and trust rarely develops overnight. For this reason, make sure to reach out to members of your network regularly, at least every three to six months. Electronic updates are fine, but face-to-face connections help deepen relationships faster.
And by the way, for the same reason, get started on building your network right now. Don’t put it off until fall. And certainly, don’t put it off until the next economic downturn. You know you need a network. Start building it today.
5. Be prepared to help others.
If you think networking is all about you, you couldn’t be more wrong. Successful networkers make sure they give to others as well as take. Every time someone helps you (points you to a job opening, suggests how you can improve your résumé, refers some business to you), make sure you quickly follow-up with your thanks. Then, look for ways that you can return the favor.
Before you...attend a networking event, make sure (you) are aware of the following five practical networking tips:
Networking Tips:
1. Before attending the event, prepare your introduction. This should include your name and one or two sentences that tell the other person something about who you are and what you do. Make your introduction memorable. In fact, view this as your own 30-second commercial.
2. Eat something before attending a networking event. Throughout the event, your focus should stay on making new contacts, not satisfying hunger pangs. And whatever you do, don’t make the mistake of grabbing a drink and a plateful of nibbles at the same time.
3. Everyone attends networking events with the understanding that they have a responsibility to mingle. Use the business card exchange to bring conversations to an end. After a brief conversation, simply say, “I enjoyed talking with you and would like to stay in touch. Do you have a business card?”
4. As soon as you leave the event, review the business cards that you have collected and make notes regarding specific conversations. Then, in the days, weeks and months that follow, use this information to constantly reconnect with people in your network.
5. Follow-up. Attending a networking event is the first step to building a relationship. Follow-up with people regularly, making sure that you give just as much information, assistance, and support as you receive.
by Mary Crane
http://www.marycrane.com/readMaryNewsletter.jsp?newsletter_id=20
A graduate of George Washington Law School, Mary Crane lobbied in Washington D.C. for nearly ten years before pursuing her life-long interest in food and wine. Crane enrolled in the Culinary Institute of America and, upon graduation, worked at the White House as an assistant chef. During this time, Crane discovered the interplay of food, wine, and business. Her desire to share this unique knowledge yielded Mary Crane & Associates.
Today, Mary travels North America delivering high impact, high energy programs to Fortune 500 companies and more than 50% of the AmLaw100. She helps new employees quickly assimilate in today’s fast-paced work environment. She also helps managers understand how to best recruit, motivate, and retain today’s newest workers.
Mary has been featured on 60 Minutes, Fox Business News and ABC Radio. She has been quoted extensively in a variety of print and electronic media, including The New York Times, The Wall Street Journal, Forbes.com, and Fortune.com.
BUILDING A PROFESSIONAL NETWORK
The people who not only survived—but thrived—during the Great Recession of 2009 were the people who had previously invested time and effort building strong personal and professional networks. In some cases, these people had access to more information about developments in their industry, something that allowed them to prepare for the downturn. In other cases, as unemployment rose, these intrepid networkers received early information about work opportunities as they developed. And in virtually all cases, these people had a bevy of contacts upon whom they could lean for pure emotional support.
The most effective networks are the ones that are consciously constructed and carefully nurtured. To the extent that you are helping someone think through their own networking needs, consider the following general guidelines:
Networking Guidelines
1. Start by understanding who and what you currently know.
Unless you’re a recluse, odds are you interact with lots of people on a day-to-day basis. To begin building your network, create a list of the people you know personally and a separate list of the people you know professionally. Then, go through both lists and quantify how frequently you connect with these people. Make a note as to whether most of your connections are face-to-face or electronic.
Make yet another list of the organizations to which you belong. With each organization, note how frequently you attend its meetings and events. It might also be worth noting whether you always attend the same one or two organizational events, though the organization hosts others that have piqued your interest. For example, you have consistently attended the local bar association’s tax section education programs but never signed up for the association’s young lawyers monthly get-together.
Ask yourself how frequently you add new contacts to your network. Also, examine the extent to which you regularly offer to help your contacts by providing them with information or put them in touch with others.
2. Identify your goals.
People build personal and professional networks for a variety of reasons. Make sure you understand your own goals.
If you are a new graduate looking to land your first job, your networking goals might include: Acquiring loads of information about any possible job openings; gaining some visibility among adults who are not your college peers; and acquiring the opportunity to make personal connections with people who can provide advice and support.
If you are an established professional who now seeks to use your network for business development purposes, networking goals might include: Deepening your relationships with current clients; identifying prospective clients; and becoming viewed by colleagues as a trusted professional to whom they would feel comfortable referring business.
3. Look at a variety of different types of groups.
Ideally, personal and professional networks help provide access to extremely diverse skill sets. So don’t hesitate to choose groups and activities that are unrelated to your chosen career path or profession. And, in order to ensure that you regularly attend group meetings and events, choose groups and activities that you truly enjoy.
Some research suggests that among the most effective networking opportunities are those that incorporate some type of “shared activity.” These are unscripted activities organized around a common point of interest, for example, roll-up-your-sleeve events like preparing food in a soup kitchen or sorting collected clothing to be sent to a disaster relief area. According to the research, networkers at “shared activity” events are more likely to engage in genuine conversations and thereby get to know each other more thoroughly. (See B. Uzzi and S. Dunlap, “How To Build Your Network,” Harvard Business Review, December 2005).
Feel free to join groups where you’ll primarily meet people over a coffee and Danish or cocktails, but make sure you also join groups that host “shared activity” events.
4. Recognize that building a network takes time.
The most effective networks are comprised of people who know and trust each other, and trust rarely develops overnight. For this reason, make sure to reach out to members of your network regularly, at least every three to six months. Electronic updates are fine, but face-to-face connections help deepen relationships faster.
And by the way, for the same reason, get started on building your network right now. Don’t put it off until fall. And certainly, don’t put it off until the next economic downturn. You know you need a network. Start building it today.
5. Be prepared to help others.
If you think networking is all about you, you couldn’t be more wrong. Successful networkers make sure they give to others as well as take. Every time someone helps you (points you to a job opening, suggests how you can improve your résumé, refers some business to you), make sure you quickly follow-up with your thanks. Then, look for ways that you can return the favor.
Before you...attend a networking event, make sure (you) are aware of the following five practical networking tips:
Networking Tips:
1. Before attending the event, prepare your introduction. This should include your name and one or two sentences that tell the other person something about who you are and what you do. Make your introduction memorable. In fact, view this as your own 30-second commercial.
2. Eat something before attending a networking event. Throughout the event, your focus should stay on making new contacts, not satisfying hunger pangs. And whatever you do, don’t make the mistake of grabbing a drink and a plateful of nibbles at the same time.
3. Everyone attends networking events with the understanding that they have a responsibility to mingle. Use the business card exchange to bring conversations to an end. After a brief conversation, simply say, “I enjoyed talking with you and would like to stay in touch. Do you have a business card?”
4. As soon as you leave the event, review the business cards that you have collected and make notes regarding specific conversations. Then, in the days, weeks and months that follow, use this information to constantly reconnect with people in your network.
5. Follow-up. Attending a networking event is the first step to building a relationship. Follow-up with people regularly, making sure that you give just as much information, assistance, and support as you receive.
Tuesday, June 1, 2010
How to Work for the UN or other IGOs
HOW TO WORK FOR THE UN OR OTHER IGOS
May 27, 2010 at 1:05 pm •
http://pslawnet.wordpress.com/2010/05/27/how-to-work-for-the-united-nations-or-other-inter-governmental-organizations/
Today’s post on possible career routes into Inter-Governmental Organizations like the United Nations comes from Sara Rakita, Associate Director of the Public Interest Law Center at New York University School of Law. Sara has worked extensively on human rights and the rule of law, primarily in Africa. Before joining PILC in 2006, she served as a long-term consultant to the Ford Foundation, where she was responsible for piloting and setting up TrustAfrica, a new African grant-making foundation that is now based in Senegal. Sara spent five years as an Africa Researcher at Human Rights Watch, including two years as the organization’s representative in Rwanda. Sara has also consulted for Amnesty International, Global Rights, USAID, and the Austrian development agency. Sara holds a J.D. from NYU, an M.I.A. from Columbia University, and a B.A. in international studies from The American University. She is fluent in French and has a working knowledge of Spanish and Russian.
Lots of people would love to work for the United Nations or other Inter-Governmental Organizations (IGOs), but it’s not always apparent how to get there. Indeed, there is no single path. In an effort to demystify a process that is not always transparent, this post will explain some of the main channels into IGOs.
As a baseline, it helps to have a background in international law, foreign language skills, and experience working and living abroad. But, even with all of this, this is still a VERY challenging sector to break into. Getting a job at IGOs or the UN takes a whole lot of networking, persistence, and creativity – with a measure of luck and being in the right place (and often knowing the right people) at the right time.
Internships
Most agencies recruit interns – see http://www.state.gov/p/io/empl/ for a list. These internships can provide great opportunities, skills, and connections you can use in future IGO/UN job searches. One rather important caveat: IGOs typically have a rule that interns cannot be hired as employees in the six months following completion of their internships. Still, internships can help position you to get a paid job later. Furthermore, the prohibition only applies to the specific agency; you are eligible to apply immediately at many other agencies – so if you intern, for example, at the International Criminal Court you could apply for jobs with the International Criminal Tribunal for the former Yugoslavia which is also in The Hague. Interning is a great way to get your foot in the door, get to know an agency, prove yourself to potential employers, build your resume, and make contacts!
Entry-Level Programs
Many UN agencies and IGOs have organized entry-level programs for “young” and “junior” professionals. These include programs for young lawyers and others for law-related positions that focus on development, human rights, refugee protection, etc.
• The best way to get hired by the UN Secretariat (the main UN Headquarters) is through the Competitive Recruitment Exam. People hired through this channel get permanent employment contracts. The exam is offered annually in certain fields for nationals of certain countries – but the nationalities and fields change each year. In recent years, Americans have occasionally been eligible to sit for the exam in Legal Affairs, Political Affairs, Human Rights, and Economic Affairs. The process was put on hold in 2009-2010 while the UN tried to clean up its roster of candidates, but is set to resume next winter. For details see http://www.un.org/Depts/OHRM/examin/exam.htm. Getting hired this way can take at least a year, so it’s not always the best option for your first job after law school but it is good to get the process started. Also note that some other agencies have separate examination programs; the UN High Commission for Refugees is at http://www.unhcr.org/pages/49c3646c497.html.
• A number of governments also sponsor two-year JPO Programs for young professionals from their countries (or in some cases developing countries) to work with certain agencies; information about JPO programs is available from sponsoring governments is at http://www.jposc.org/content/programme/other_programmes-en.html. Opportunities for US citizens are limited, but can be found at http://www.state.gov/g/prm/c25774.htm.
• In addition, the UN sponsors a UN Volunteer (UNV) program that often hires young lawyers for positions with peacekeeping missions and other offices in developing countries. Don’t be fooled by the word volunteer – UNVs typically receive stipends and generous per diems. This program can be a great way to get experience and get a foot in the door. See http://unv.org/ for more details.
A few points to keep in mind:
1. Entry level programs at IGOs are highly competitive and many require a minimum of two years prior experience. To boot, they often have age limits of 30-35.
2. Some agencies, like the World Bank, prefer students with LL.M.s.
3. Passports matter. It helps to be from a country that is “underrepresented” in that agency. Good news: the United States is currently underrepresented in the UN and, after years of resentment against Americans for not paying our dues, we are all paid up. But other nationalities may still get preference in some offices.
4. Networking is always helpful in getting these positions.
5. Application processes can be very lengthy – it can take up to a year, sometimes much longer, from the time of application to starting a job.
Application Tip: When applying, it is best to go through formal channels listed on the organization’s website and also to use personal channels (networking) to make sure they actually consider your application.
Full-Time Positions
Many positions are listed on the main UN job site, http://careers.un.org, and at http://www.unsystem.org/jobs/job_opportunities.htm. The State Department publishes a bi-weekly list of international vacancy announcements http://www.state.gov/p/io/empl/.
But don’t stop there! Every agency from the African Development Bank to the International Criminal Court to the World Trade Organization has its own website and its own employment page (a good list of links can be found at http://www.state.gov/p/io/empl/125507.htm). Most of these organizations have satellite offices based in other countries, some of which have region or country-specific websites – e.g. UNHCR mission in Sri Lanka or the Organization of Security and Cooperation in Europe (OSCE) in Bosnia, of which the US is a member – where they may post jobs that do not appear on the central websites. Not all positions are posted publicly and some may only be posted internally.
Confused? The UN job system used to be (aptly) named Galaxy – it often felt that applications went into a black hole. In my many years of doing international work, I can count on one hand the number of people I know who just applied for a position from the website without contacts and actually got the job, though they do exist. While the UN has made efforts to improve the process, perhaps this is another good time to mention that networking will usually be the best way to not only find out about job opportunities, but also to make sure that your application is looked at.
A word on job categories: professional positions at the UN are labeled with P: P-2 positions are considered entry level, though they really require at least 2 years experience, and with more experience you can progress to a P-3, P-4, etc.
Contract and Consulting Work
Outside of these formal channels, IGOs often hire professionals on a fixed-term or short-term contract basis. They may become available when a staff person goes on maternity leave or on mission overseas. These jobs may also materialize if there is a big new project that an office needs help with. Postings may be labeled “Consultancies,” “Consultants,” “Short Term Contracts,” Experts,” “Project Vacancies,” etc. Networking is the best way to find out about these opportunities, as contract and consultant positions are not always posted.
It can be stressful to take these short-term positions (believe me, I know), but if you really want to get there these can be your best option. Why is it worth it? You will start to make good contacts, giving your networking a huge boost. And you can often apply for other positions as an internal candidate once you are in. I have known many people who started on a short contract but are still there years later. The UN can be sort of like the Hotel California in that sense, once you check in you can never leave…
About that Networking
So, as you have gathered, it really helps to have contacts on the inside! But how can you find these contacts? Internships of course are a great way. Also be sure to ask your international law professors who they know. Bar and other professional associations can also be helpful – International Law Weekend at the New York City Bar (held every year in October) or the American Society for International Law’s annual April meeting in Washington, DC are both excellent. You may also consider joining the UN Association of the USA.
In conclusion, the UN is not an easy nut to crack. But for those of you who are determined to get there, I hope this serves as a useful roadmap to a highly sought after destination. I don’t necessarily recommend that you focus a job search solely on IGOs, but it is definitely worth pursuing along with other options. Good luck!
May 27, 2010 at 1:05 pm •
http://pslawnet.wordpress.com/2010/05/27/how-to-work-for-the-united-nations-or-other-inter-governmental-organizations/
Today’s post on possible career routes into Inter-Governmental Organizations like the United Nations comes from Sara Rakita, Associate Director of the Public Interest Law Center at New York University School of Law. Sara has worked extensively on human rights and the rule of law, primarily in Africa. Before joining PILC in 2006, she served as a long-term consultant to the Ford Foundation, where she was responsible for piloting and setting up TrustAfrica, a new African grant-making foundation that is now based in Senegal. Sara spent five years as an Africa Researcher at Human Rights Watch, including two years as the organization’s representative in Rwanda. Sara has also consulted for Amnesty International, Global Rights, USAID, and the Austrian development agency. Sara holds a J.D. from NYU, an M.I.A. from Columbia University, and a B.A. in international studies from The American University. She is fluent in French and has a working knowledge of Spanish and Russian.
Lots of people would love to work for the United Nations or other Inter-Governmental Organizations (IGOs), but it’s not always apparent how to get there. Indeed, there is no single path. In an effort to demystify a process that is not always transparent, this post will explain some of the main channels into IGOs.
As a baseline, it helps to have a background in international law, foreign language skills, and experience working and living abroad. But, even with all of this, this is still a VERY challenging sector to break into. Getting a job at IGOs or the UN takes a whole lot of networking, persistence, and creativity – with a measure of luck and being in the right place (and often knowing the right people) at the right time.
Internships
Most agencies recruit interns – see http://www.state.gov/p/io/empl/ for a list. These internships can provide great opportunities, skills, and connections you can use in future IGO/UN job searches. One rather important caveat: IGOs typically have a rule that interns cannot be hired as employees in the six months following completion of their internships. Still, internships can help position you to get a paid job later. Furthermore, the prohibition only applies to the specific agency; you are eligible to apply immediately at many other agencies – so if you intern, for example, at the International Criminal Court you could apply for jobs with the International Criminal Tribunal for the former Yugoslavia which is also in The Hague. Interning is a great way to get your foot in the door, get to know an agency, prove yourself to potential employers, build your resume, and make contacts!
Entry-Level Programs
Many UN agencies and IGOs have organized entry-level programs for “young” and “junior” professionals. These include programs for young lawyers and others for law-related positions that focus on development, human rights, refugee protection, etc.
• The best way to get hired by the UN Secretariat (the main UN Headquarters) is through the Competitive Recruitment Exam. People hired through this channel get permanent employment contracts. The exam is offered annually in certain fields for nationals of certain countries – but the nationalities and fields change each year. In recent years, Americans have occasionally been eligible to sit for the exam in Legal Affairs, Political Affairs, Human Rights, and Economic Affairs. The process was put on hold in 2009-2010 while the UN tried to clean up its roster of candidates, but is set to resume next winter. For details see http://www.un.org/Depts/OHRM/examin/exam.htm. Getting hired this way can take at least a year, so it’s not always the best option for your first job after law school but it is good to get the process started. Also note that some other agencies have separate examination programs; the UN High Commission for Refugees is at http://www.unhcr.org/pages/49c3646c497.html.
• A number of governments also sponsor two-year JPO Programs for young professionals from their countries (or in some cases developing countries) to work with certain agencies; information about JPO programs is available from sponsoring governments is at http://www.jposc.org/content/programme/other_programmes-en.html. Opportunities for US citizens are limited, but can be found at http://www.state.gov/g/prm/c25774.htm.
• In addition, the UN sponsors a UN Volunteer (UNV) program that often hires young lawyers for positions with peacekeeping missions and other offices in developing countries. Don’t be fooled by the word volunteer – UNVs typically receive stipends and generous per diems. This program can be a great way to get experience and get a foot in the door. See http://unv.org/ for more details.
A few points to keep in mind:
1. Entry level programs at IGOs are highly competitive and many require a minimum of two years prior experience. To boot, they often have age limits of 30-35.
2. Some agencies, like the World Bank, prefer students with LL.M.s.
3. Passports matter. It helps to be from a country that is “underrepresented” in that agency. Good news: the United States is currently underrepresented in the UN and, after years of resentment against Americans for not paying our dues, we are all paid up. But other nationalities may still get preference in some offices.
4. Networking is always helpful in getting these positions.
5. Application processes can be very lengthy – it can take up to a year, sometimes much longer, from the time of application to starting a job.
Application Tip: When applying, it is best to go through formal channels listed on the organization’s website and also to use personal channels (networking) to make sure they actually consider your application.
Full-Time Positions
Many positions are listed on the main UN job site, http://careers.un.org, and at http://www.unsystem.org/jobs/job_opportunities.htm. The State Department publishes a bi-weekly list of international vacancy announcements http://www.state.gov/p/io/empl/.
But don’t stop there! Every agency from the African Development Bank to the International Criminal Court to the World Trade Organization has its own website and its own employment page (a good list of links can be found at http://www.state.gov/p/io/empl/125507.htm). Most of these organizations have satellite offices based in other countries, some of which have region or country-specific websites – e.g. UNHCR mission in Sri Lanka or the Organization of Security and Cooperation in Europe (OSCE) in Bosnia, of which the US is a member – where they may post jobs that do not appear on the central websites. Not all positions are posted publicly and some may only be posted internally.
Confused? The UN job system used to be (aptly) named Galaxy – it often felt that applications went into a black hole. In my many years of doing international work, I can count on one hand the number of people I know who just applied for a position from the website without contacts and actually got the job, though they do exist. While the UN has made efforts to improve the process, perhaps this is another good time to mention that networking will usually be the best way to not only find out about job opportunities, but also to make sure that your application is looked at.
A word on job categories: professional positions at the UN are labeled with P: P-2 positions are considered entry level, though they really require at least 2 years experience, and with more experience you can progress to a P-3, P-4, etc.
Contract and Consulting Work
Outside of these formal channels, IGOs often hire professionals on a fixed-term or short-term contract basis. They may become available when a staff person goes on maternity leave or on mission overseas. These jobs may also materialize if there is a big new project that an office needs help with. Postings may be labeled “Consultancies,” “Consultants,” “Short Term Contracts,” Experts,” “Project Vacancies,” etc. Networking is the best way to find out about these opportunities, as contract and consultant positions are not always posted.
It can be stressful to take these short-term positions (believe me, I know), but if you really want to get there these can be your best option. Why is it worth it? You will start to make good contacts, giving your networking a huge boost. And you can often apply for other positions as an internal candidate once you are in. I have known many people who started on a short contract but are still there years later. The UN can be sort of like the Hotel California in that sense, once you check in you can never leave…
About that Networking
So, as you have gathered, it really helps to have contacts on the inside! But how can you find these contacts? Internships of course are a great way. Also be sure to ask your international law professors who they know. Bar and other professional associations can also be helpful – International Law Weekend at the New York City Bar (held every year in October) or the American Society for International Law’s annual April meeting in Washington, DC are both excellent. You may also consider joining the UN Association of the USA.
In conclusion, the UN is not an easy nut to crack. But for those of you who are determined to get there, I hope this serves as a useful roadmap to a highly sought after destination. I don’t necessarily recommend that you focus a job search solely on IGOs, but it is definitely worth pursuing along with other options. Good luck!
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