After you decide which attorney to hire, you’ll sign a fee agreement and officially begin your relationship with your lawyer. The first meeting with an attorney usually involves the exchange of a lot of information. You'll spend a good deal of time explaining to the attorney the details of your legal issue and answering the attorney's questions.
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Most people who come to our office seeking an employment lawyer have concerns about the actions of their employer. These concerns involve issues that are wide-reaching: termination, harassment, demotion, discriminatory comments, inequitable salaries. The list goes on. Despite the wide variety of issues we see, people usually have one thing in ...
You should expect to be part of the team handling your legal matter. You should be treated professionally and with respect and expect a high level of professional service. You should also expect to hear a frank and honest discussion about your case, which may include bad news and advice you don’t want to hear. Retainer Agreement. After ...
 · An employment lawyer will ask questions designed to learn the facts of your case. Be as honest, clear, and direct in your answers as you can. ... You also want to learn what you can expect if you move forward. Write down what you want to be sure to ask ahead of time. You can also print out this article for easy reference.
 · The intake process can be divided into several stages: Attracting a new potential client. Clients might find you through a friend, by coming across your website when searching …
An employment lawyer will ask questions designed to learn the facts of your case. Be as honest, clear, and direct in your answers as you can.
During this first meeting, your goal is to determine if this particular employment lawyer will do a good job for you. You also want to learn what you can expect if you move forward. Write down what you want to be sure to ask ahead of time. You can also print out this article for easy reference. Here is a sampling of questions:
To prepare for your first in-person meeting with an employment lawyer, it is smart to gather all relevant documents. Think in terms of what materials will state:
The intake process can be divided into several stages: 1 Attracting a new potential client. Clients might find you through a friend, by coming across your website when searching for information related to their legal issue, or by searching for a law firm in their city or town. 2 Capturing contact information. Making it easy for potential clients to share their contact information with you is key for moving them towards becoming a client. 3 Pre-screening. Before you book an initial consultation, save time by asking for enough information to determine whether a given client is a fit for your firm from the get-go. 4 Conflict checking. Make sure there’s no reason you can’t work for a potential client. 5 Scheduling and holding an initial consultation. Allow clients to book meetings with you via a tool like Clio Scheduler, available in Clio Suite. 6 Collecting key information via an intake questionnaire. Ask clients to provide key information you’ll need for their case. 7 Creating a fee agreement—and getting it signed. With the right tools, you can generate this form automatically from information in the client’s intake questionnaire. 8 New client onboarding. Send clients information on when to expect bills and in what format, how to pay bills, and when you’re available to help set expectations and lead to a smoother experience for all involved.
A good client intake process should be straightforward for your client, be efficient for your staff, keep information organized for all involved, and add a personal touch that shows clients you care.
There are a number of ways to automate your client intake procedures. For example, you could use tools like Traklight or Intake123 to automate small parts of the process, or you can use a website service like DirectLaw or LawLytics to integrate your website with your intake process. Another option is to use Zapier to set up a link between an online client intake form and your practice management provider, so that a new matter is created each time someone fills out a form.
When you conduct your initial consultation, leave time to discuss your billing process, accepted methods of payment (e.g., check or credit card ), and all things payment related . This is key for setting expectations and ensuring that your client can pay for your services in a way that works for both them and your firm. Don’t hesitate to discuss alternative billing methods—for example, if you bill flat fees instead of hourly, or if you offer payment plans.
If you decide the client isn’t a good fit after this initial call, refer them to another attorney in your network or to a website or organization that may be able to give them information they’re looking for. Even though you’re not taking this person on as a client, they’ll still remember your help—and will be more likely to refer you to friends or family who could actually be a good fit for your firm.
The easiest way to waste time on client intake is to spend time onboarding clients that you know won’t be a good fit. Lawyers love to help, but not every problem or person is a match for your practice area, workload, or firm size, and it’s OK to say no to those who would be better served elsewhere.
Whether you’re just starting your own firm or you own an established practice, a streamlined client intake is key for making a good first impression on clients and keeping your practice running efficiently.
For a good law firm client intake process, make it easy for clients, easy for your team to find the forms, and find a system that’s easily repeated for each client.
After determining that the client is a good fit, you can schedule an initial consultation to gather more specific information about the client and the client’s case. Bonus points if the client is able to schedule their own appointment online. This is your time to listen to your client.
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A lot of the information you gather from online forms or through phone calls can be automatically added in your law practice management software. This way, you’re minimizing any potential error from duplicate data entry and you’re putting client information into a system that allows you to do more with that data, like conduct conflict checks or nurture client relationships .
Another easy way to streamline your client intake is to automate as many of the more manual tasks as you can . For example, you can easily design your website with calls to action that make it easy for clients to get in touch with you. If clients can fill out an intake form or even schedule an initial consultation with you through your website, you’re able to make your intake that much more streamlined and provide an easy and modern experience for that potential client.
Whatever the process you want to take for your intake, you’ll want to make sure those processes are well documented. Having a documented intake process is an easy step to take towards making your intake more efficient. You’ll want to make sure everyone in your firm knows how to handle calls and emails from prospective clients, how to schedule appointments, and where client intake forms can be found. This information should be in a centralized location so the entire team can locate it quickly.
When your client is ready to hire you, it’s helpful to discuss your fee arrangements and billing with the client before anything is signed. You’ll want to explain and make sure your client understands your firm’s billing policies along with any caveats.
Within 10 days of the filing date of your charge, we will send a notice of the charge to the employer. In some cases, we will ask both you and the employer to take part in our mediation program . If the laws the EEOC enforces do not apply to your claims or if your charge is untimely, or we decide that we probably will not be able to determine if the law was violated, we will close the investigation of your charge and notify you.
Generally, you must allow the EEOC 180 days to resolve your charge. Although, in some cases, the EEOC may agree to issue a Notice of Right to Sue before the 180 days. If you filed your charge under the Age Discrimination in Employment Act (discrimination based on age 40 and above), you do not need a Notice of Right to Sue from the EEOC. ...
On average, we take approximately 10 months to investigate a charge. We are often able to settle a charge faster through mediation (usually in less than 3 months). You can check the status of your charge by using EEOC's Online Charge Status System.
You may upload your response in the EEOC Public Portal. We ask that you provide a response within 20 days from the date you receive it. For more information, see EEOC Procedures for Respondent Position Statements. We may also ask the employer to answer questions we have about the claims in your charge.
If the charge is not sent to mediation, or if mediation doesn't resolve the charge, we usually ask the employer to give us a written answer to your charge (called "Respondent's Position Statement"). You will receive an email once we receive the position statement and it is available for you to review. Log in to the Public Portal to obtain a copy of the position statement.
If you and the employer agree to mediation, a mediator will try to help you both reach a voluntary settlement. Mediation allows you and the employer to talk about your concerns. Mediators don't decide who is right or wrong, but they are very good at suggesting ways to solve problems and disagreements.
You can access your charge through the EEOC Public Portal once you have registered. If you submitted an online inquiry, you're already registered and can log in to the EEOC Public Portal as a "Returning User." If you have a charge that was filed after January 1, 2016, that is in investigation and you haven't registered in the EEOC Public Portal, you can register by:
If the EEOC decides not to litigate, the charging party will receive a Notice of Right to Sue and may file a lawsuit in federal court within 90 days.
allow the organization to respond to the allegations. conduct a timely investigation. inform the organization of the outcome of the investigation. Once the investigator has completed the investigation, EEOC will make a determination on the merits of the charge.
If EEOC determines there is reasonable cause to believe discrimination has occurred, both parties will be issued a Letter of Determination stating that there is reason to believe that discrimination occurred and inviting the parties to join the agency in seeking to resolve the charge through an informal process known as conciliation.
If EEOC is unable to conclude that there is reasonable cause to believe that discrimination occurred, the charging party will be issued a notice called a Dismissal and Notice of Rights. This notice informs the charging party that s/he has the right to file a lawsuit in federal court within 90 days from the date of its receipt. The employer will also receive a copy of this notice.
Employers are encouraged to present any facts that they believe show the allegations are incorrect or do not amount to a violation of the law. An employer's input and cooperation will assist EEOC in promptly and thoroughly investigating a charge.
A representative of the organization may be present during interviews with management personnel, but the EEOC investigator is allowed to conduct interviews of non-management level employees without the presence or permission of the organization.
The EEOC investigator will evaluate the information submitted and make a recommendation as to whether there is reasonable cause to believe that unlawful discrimination has taken place. The organization may be asked to: submit a statement of position. This is the organization's opportunity to tell its side of the story.
At law firms, partners ask questions to gauge your knowledge of the specific field, understand how you balance your caseload and learn about your process for interacting with clients. It's important to know what kinds of questions to expect so you can prepare for your interview. When you deliver detailed answers, you can leave a lasting impression on partners, increasing your chances of getting a job offer.
Example: "I want to practice law because I'm passionate about bringing justice to clients and upholding the law of our country. I believe it's important to be fair and unbiased, and I'd like to help someone experience that in their case. Being an attorney is more than filing paperwork with the court—it's a chance to represent someone who needs help."
Employers want to know your strengths so they can see how you could work with their current team. Since your strengths are unique, you can use your response to stand out from other candidates. Answer this question by relating your strengths to the job you're applying for and the tasks you expect to be responsible for.
Especially if the law firm is well established in the community, the partners want to make sure you will continue to bring good representation to them. It's important to show that you have researched the firm and are excited to work there. You'll also be able to better explain what makes you a good fit for the firm and why you chose it as your new place of employment.
An interviewer may ask these questions to get to know how you build a relationship with clients and navigate court issues. These questions also give you a chance to explain your processes and display the parts of your personality that make you the right candidate for the role.